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Operationalizing the Ruggie Framework in a Mining Context Ruggie?s 3 Pillars: The State?s duty to Protect Policies, regulation, adjudication The Corporation?s responsibility to respect Acting with due diligence to avoid infringing Addressing adverse impacts when involved in abuses Access to Remedy ??even the most concerted efforts cannot prevent all abuse.?

May 1, 2013

Agenda ? Introduction ? Inmet?s Operations and Closed Properties ? Inmet?s SECA Philosophy ? Inmet?s SECA Framework ? The Business Case for TSM ? Inmet?s TSM Reporting ? Inmet?s 2004 TSM Performance ? Opportunities for Improvement ? What Have We Learned From The TSM Process So Far? ? Summary Introduction ? Inmet has evolved into a strong TSM supporter ? Inmet is confident that TSM can be successfully and cost effectively implemented by smaller companies ? Inmet?s reporting on economic, environmental and social performance was raised significantly in our 2003 Annual Report ? a signal our commitment to good performance and improvement in these areas ? Our 2004 Annual Report has been further enhanced with the inclusion of our TSM performance

Apr 1, 2005

By Klaus Rieker

North of Antwerp central train station, two single-track tunnels for the high-speed train line between Brussels and Amsterdam were constructed. At the same time, the central train station was modified to a through station. Both 1.23 km tunnels are situated in the Antwerp sands and were constructed using a slurry shield machine. Due to the inner city location, the tunnels run over their entire length underneath structures, in some cases with only minimal clearance. The paper deals with these challenging situations. In addition, the tunnel boring machine, the tunnel lining and measures to limit settlements will be introduced.

Jan 1, 2007

By Lauro Calliari

Detailed geological studies using side scan sonar, bottom sampling and piston cores along the Rio Grande do Sul inner continental shelf and coastline indicate the occurrence of elongate deposits of calcareous shells fragments containing high calcium carbonate content. On the inner shelf these deposits lie at a depth between 15 and 50 meters and have been interpreted as ancient shorelines. They occupy an area of 965 km2 with a economic potential of 1 billion tons. Chemical analyses indicate a mean composition of 34.8% of calcium; 0.16 ppm of fluoride. According to the regional economy such composition make it highly recommended for a variety of uses including poultry feed and cement.

Jan 1, 1995

By Hugo Aduvire

La calidad de los efluentes de mina se relaciona con las características fisicoquímicas de los materiales que entran en contacto con los flujos de agua. Por tanto, para la predicción de movilización de metales y los productos de reacción que se forman en los efluentes, se considera la composición geoquímica de los minerales existentes en los macizos rocosos excavados y de los materiales depositados en botaderos y presas de residuos, así como del agua intersticial presente en estas estructuras. En ese sentido, el presente texto describe la aplicación de tecnologías emergentes en la remediación de aguas ácidas de mina, tanto en las instalaciones se encuentran en operación o abandono, mediante el empleo de procesos físicos, químicos y biológicos que modifican las condiciones de Eh y pH de los drenajes de mina, de forma que se favorezca la formación de especies insolubles y la retención de la carga metálica disuelta en las aguas.

Sep 14, 2009

By Víctor Torres

Los operadores de las chancadoras y productoras de piezas fundidas de las fundiciones buscan el desarrollo de nuevos materiales y diseños para los mantos y revestimientos de cóncavo y así mejorar el desempeño de las chancadoras. En ese sentido, el presente texto describe la innovación en el diseño de dichos mantos -en tanto el desgaste de la parte superior de este es menor debido a las condiciones de impacto. Por ello, el diseño del manto se realiza en tres niveles: superior, media e inferior, de forma que la parte superior dura más que la parte media y la parte inferior es menos duradera, dada las condiciones de abrasión. Asímismo, le otorga al operador mayor libertad para reemplazar las piezas por separado de acuerdo con el desgaste que representen.

Dec 1, 2012

By Patricio Oyanader

La innovación es una disciplina que busca resolver retos a través de soluciones nuevas que generen un beneficio para la organización. En ese sentido, el presente texto señala los cuatro elementos clave (estrategia de innovación, desempeño, personas para innovar y los dispositivos habilitadores) en la gestión de la innovación de una empresa. Dentro de ese grupo de elementos, el tercero es el más importante -en tanto son las personas las que generan innovaciones en la resolución de sus problemas. Así, la novedad y el beneficio son conceptos que rompen los paradigmas de lo tradicional y viabilizan los desafíos operacionales como los de la gestión

Sep 1, 2013

By Ignacio Agramunt, Pamela Antonioli

¿Es la actividad minera positiva o negativa para un país? La respuesta la determinará el sector mismo, en la medida en que se decida a asumir el rol de motor del crecimiento sostenible, a través de su capacidad de añadir valor, es decir, de innovar. A partir de esta premisa, los autores analizan las brechas, dificultades y posibilidades que se plantean al tratar de modificar enfoques tradicionales, bien sea en competitividad, relaciones comunitarias, o procesos de mejora interna de las empresas. Al respecto, destacan la presencia de actores como el Hub de Innovación Minera del Perú, enfocado en facilitar, articular y acompañar la implementación de este tipo de procesos en las empresas.

Jul 30, 2020

By Yuri Saénz, Luis Llaque

Las empresas innovadoras o que aplican la innovación como parte de sus objetivos estratégicos crecen más rápido y con mayor rentabilidad que aquellas que no cuentan con un proceso o cultura innovativa. En la industria minera, la innovación es esencial para afrontar un entorno complejo y marcado por la incertidumbre, pero lograr incorporarlo como parte de su estrategia de desarrollo no es fácil. Usando como referencia la estrategia de innovación en la empresa minera Newmont Yanacocha se logró identificar los principios que deben normar la innovación, así como el proceso a seguir para asegurar transformar las ideas de innovación en soluciones viables en la organización. Finalmente se presenta algunos ejemplos de innovaciones en la industria minera usados en el caso de estudio.

Sep 30, 2022

By Carlos Dinis da Gama

Dada la importancia del equilibrio entre minería y la protección del medio ambiente, es necesario desarrollar una política ambiental a través de una técnica adecuada que evalué técnica-económicamente las soluciones posibles considere no solo los factores cuantificables, sino los parámetros intangibles, de difícil cuantificación, sobre los factores humano, sociocultruales, ecológicos y culturales. En esta perspectiva, el presente trabajo describe los nuevos métodos de control ambiental, donde no se legisle de modo insensato sobre los requisitos ambientales en la industria minera, y desarrolle una actitud proactiva que incluya un planeamiento y asesoría de especialistas experimentados.

Sep 13, 2001

By Dan Mackie

Commissioning of a 150 tpd continuous vat leaching pilot plant at Ariel Resource's San Martin Mine began in October, 1995. Functioning of the systems proved to be as designed. Initial tri­als, however, were besieged with problems associated with clay fractions that were much higher than in the ore originally tested. Nevertheless, leach rates were good in the initial and subsequent trials. Difficulties with the viscous solutions generated by the clay fraction continued, requiring modifications to the solution collection methods and investigation of flocculant types and mixing points. Trials with deslimed ore and sand feed demon­strated continuous flow. Current modifications will be tried in late May, 1996, along with selected flocculants, with the objec­tive of leaching continuously without the need to deslime.

Jan 1, 1996

By J. Dienenthal

Automatic Charging and Stoking Machines for use at ferroalloy furnaces are in operation for more than 20years. Dango & Dienenthal Maschinenbau GmbH (short: DDS) has developed several machine generations. Today advanced solutions help to achieve better charging and stoking results to minimize cost and to improve the working environment around the furnaces. Three different alternatives can be considered: Rail-mounted solution The machine(s) travel(s) on an overhead monorail to one or several furnaces and is locked in the desired working position from where charging and stoking is performed. Mobile solution This machine travels on the charging platform and is also locked at the respective working position to perform charging and stoking. Automation of a standard mobile charging and stoking machine A standard charging and stoking machine can be adapted for automation. A reliable navigation system is included. Charging and stoking is performed with the moving machine. Advantage versus other solutions: considerable lower investment cost and possibility to upgrade the mobile charging and stoking machine for later automation. Overall, automatic charging and stoking can save up to 10 per cent of the specific smelting energy. A better and more consistent furnace operation can be achieved. Different programs are used to cope with different furnace conditions and changing raw materials. All machine movements can be recorded and correlated to other furnace parameters. Working environment on the charging platform is greatly improved.

Jan 1, 2007

By J. Kretschmann, H. Mischo, O. Drusche, S. Krause

Mining is and will be inevitable in spite of the increasing implementation of circular strategies. The energy transition and population growth will boost the demand for critical raw materials. It is the opportunity for miners to reinvent their business models. Generating attractive new business cases with sustainability-oriented innovations meets investor and stakeholder expectations from the beginning. This contribution guides managers on their pathway towards sustainable success. Contextual sustainable business model patterns will be presented that can be adjusted individually, regardless of actor’s size. It will also point out, how sustainable value creation can be measured on business model level.

Feb 1, 2023

By Douglas W. Fuerstenau

Technological innovation is needed to meet the challenges that face the mineral industry because ores steadily become lower in grade, more complex in mineralogy, and must be processed in the face of ever- increasing environmental constraints and increased costs. How periodic innovation in mineral processing helped overcome the challenges that faced the mineral industry is briefly traced from antiquity up to the present time.

Jan 1, 1989

By Richard D. Love

Competition in the aggregate industry of the 90's will be an over increasing really. With this in mind a quarry manager should always be comparing new and innovative concepts to increase productivity and reduce operating costs. In this paper, the author will present a comprehensive history of a drilling and blasting program that achieves these results. By employing proven methods and implementing new concepts, this program was proven to be a success over a ten year period.

Jan 1, 1991

Both innovation and excellence are desirable attributes of education, as they are also markers in the progression of the human race, but how attainable are they? The interaction of minerals and humanity provides a special insight into the development of both criteria, from the discovery that chert cuts, through the Bronze Age and the first use of metal alloys for implements, to using coal, oil and uranium as sources of fuel. However, there have been many hiccups along the way, where excellence in one respect has meant disaster in another. Examples are in the exploitation of asbestos, and in traditionally poor work practices in mining, both contributing to the widespread public belief that minerals and mining are ecologically undesirable. Yet is this perception based on the unrealistic expectation of innovation and excellence being simultaneous qualities of any given process? Common sense born of experience indicates that the journey from one, to the other, is usually a long and often tedious process, with much trial and error before excellence is attained. In our time, the partnership between academia and industry is the usual pathway to achieve it. Even so, we should take care that innovation does not become overwhelmed by the pursuit of excellence: as history clearly demonstrates, humanity depends upon both.

Jan 1, 2004

By Mike Hollitt

The first decade of the 21st century was one of fundamentally changed dynamics for the minerals industry. Following intense globalization commencing in the late 20th century production is now concentrated into large businesses that can compete across geography in diverse commodities. Asian industrialization and urbanization is now the main driver of growth in demand for energy and materials. Demand for the output of these industries has risen sharply, reversing decade long trends to reduced real commodity prices. Supply responded with expansions of existing mining and processing operations, and large investment in new resource development. Development of new, lower grade or more remote resources was stimulated. Resource development by global entities in frontier environments reinforced the importance of effective forms of social contract, and of stronger environmental performance. The worst economic shock in decades provoked no significant pause despite large impacts on corporate ownership. State owned enterprises commenced unprecedented foreign direct investment in minerals and energy resources. A thrust towards resource nationalism re-emerged as governments sought to ensure that the export of state owned resources contributes more strongly to government revenue, reducing the burden of trade in scarce resources on other trade-exposed sectors. The unprecedented combination of forces at work has made future predictions difficult, with day-by-day volatility in anticipated corporate fortunes, and investment plans. The challenge for process innovation (and for exploration) has been to keep up, maintaining a lid on costs as lower grade and more challenging ore bodies are brought on quickly in a context of competition for land use, community expectations and continued care for natural and living environments. While new projects have provided the necessary platforms for implementation of innovative approaches, there is evidence that a gap may have emerged between the pace of growth and the pace of innovation. The history of a century of process innovation in the context of growth of output, declining resource grades and commodity prices is presented. The necessary conditions for accelerated process innovation are considered, and future needs and approaches are discussed. Keywords: process innovation, resource development

Sep 1, 2012

By Bruce Cavender

Production managers look to innovative practices and equipment to reduce operating costs and improve efficiency. These innovations apply to both technical and social aspects of production operations and may be high-tech or low- tech in nature. They may be based on the implementation of a few large-scale "breakthrough projects or numerous small-scale activities, depending on the availability of capital funding and the company's past experience. Successful managers systematically identify innovative opportunities that capitalize on their organization's expertise. They quantify the associated benefits and risks and then manage the implementation of selected innovations to minimize cost and uncertainty. They monitor the results of the innovation after it has been implemented and adjust operating and managerial practices as necessary to maximize the innovation's benefit.

Jan 1, 1998

By A. Dan Rovig, C. Kevin McArthur

Technical and managerial innovations in the minerals industry have allowed continuing mining activities in the United States, and elsewhere, as gold orebody quality has diminished or has become more refractory. Of course, world markets, permitting requirements, and political processes also have created a need for innovative practices that contribute to the survival of the mineral industry. The gold industry has been transformed, during the past approximately 40 years, from a predominantly underground mining and milling type of exploitation and extraction to the large-scale, relatively low-grade type of extraction that is common in the United States today. Indeed, with the introduction of gold heap-leaching technology and the development of mines that produce from large, relatively low-grade gold orebodies in the western United States, a "new" industry was born and continues to prosper today. It is worthwhile noting, however, that Dobra (1997) has reported that one of the major trends in the North American gold industry is a movement back toward underground developments.

Jan 1, 1998

By M. J. Medd, G. A. Speirs

"This paper describes the simultaneous sinking and equipping of a 4.9 m diameter concrete-lined shaft to a projected depth of 1660 m. The shaft blast design utilizes the full face method using a parallel hole burn cut. Hydraulic drilling and a totally redesigned Cryderman-type mucking unit were integrated into the four deck sinking stage to provide for drilling, mucking, concreting and shaft steel equipping operations. A safety program was tailored and implemented specifically for this shaft sinking project.IntroductionIn July 1988, Falconbridge Limited commenced development of its Thayer Lindsley exploration site located some four km north of Sudbury on Regional Road 80.The first phase of this project was awarded to J .S. Redpath Mining Consultants Limited and the scope of work included the engineering and project management to construct a surface plant capable of supporting a shaft sinking and exploration program for potential future mine development. This initial phase of the project was completed on schedule and under budget on December 23, 1988, and is the subject of an independent paper.In November 1988, J.S. Redpath Limited was awarded the shaft sinking and exploration phase of this project. The scope of work consisted of sinking and equipping a 4.9 m diameter shaft to a depth of 1660 m and carrying out the development and diamond drilling on two levels. This work was scheduled to be completed by November 1991.The T .L. Exploration Project is located toward the eastern end of the south range of the Sudbury basin, north of Sudbury. Figure 1 details the projected mining area and the shaft location on the geological complex. Figure 2 is a section showing the exploration shaft that is located in the Norite. Two levels will be developed from this shaft, on the 1310m and 1588 m levels, to provide access for further geological examination of the ore bodies."

Jan 1, 1991