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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 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

By G MORRIS

The mining industry has been rightly proud of its environmental achievements and it would be fair to say that in some areas the Australian mining industry is at the forefront of world practice in environmental management and mine rehabilitation. The `environment' has certainly been a growth area over the past three decades with growing awareness in the 1960s, some large battles and the of significant legislation in the 1970s. The most important period however has been the 1980s and so far the 1990s where, in addition to the of some more rigorous legislation, we have seen the practical application of environmental management/rehabilitation Techniques.

Jan 1, 1992

By Edwards A. B

A suite of specimens from the newly developed Black Star copper ore body at Mount Isa was made available for mineragraphic study by the Mount Isa Mines, Ltd. The specimens were selected as representative of the different phases of mineralisation found in the ore body, rather than with a view to furnishing a complete cross-section of it; and the examination has been carried out with a view to ascertaining (1) the nature, extent and association of the arsenic, antimony and possibly bismuth, minerals in the ore, (2) the mode of occurrence of silver in the ore, and (3) whether galena and sphalerite occur in minute forms well below the sIzes readily observed in hand specimens.Analyses of the January to June, 1944, mill head composites show that the proportions of the elements Ag, As, Sb and Bi in the ore are as follows:Ag 0.000013 = 0.35 oz./tonAs 0.024Sb 0:002Bi 0.0005The copper content of the mill heads ranges from 3.5% to 4.75%, the lead content from 0.03% to 0.08,% and the zinc content from 0.09% to 0.23%.MINERAL COMPOSITIONThe specimens range from massive sulphide ore, consisting of areas of chalcopyrite, pyrrhotite, and rarely sphalerite, from 1 to 3 cm. across, to fragments of extremely finely banded pyritic shale in which no minerals other than pyrite are visible. The gangue associated with the massive sulphides is chiefly dolomite, and sometimes white quartz. The pyritic shale fragments show evidence of shearing and faulting on a micro-scale, the fractures sometimes being filled with sulphides and vein minerals.The ore minerals found in the polished sections are pyrite, arsenopyrite, marcasite, sphalerite, chalcopyrite, valleriite, chalcostibite, galena, dyscrasite, jamesonite, magnetite, gold, graphite and rutile.Pyrite (FeS2)Pyrite occurs chiefly in two forms according to whether deposition took place along the bedding planes or along the intersecting faults and fractures. Deposition of pyrite along the bedding planes of dense, thinly banded shales ha,s produced a metasomatically altered shale in which the pyritic bands are from 0.02 to 0.03 mm. wide, and alternate with bands...

Jan 1, 1945

The Drake-Rivertree area lies in the far north east of the New England district of New South Wales. Drake is some 500 miles north of Sydney by road and 36 miles west of Lismore. Rivertree is situated 24 miles north of Drake.The Drake deposits were first worked in 1878 for gold which occurred in a very fine state in ferruginous gossan but at depth copper ore became more significant. The lodes at Rivertree, discovered in 1887, were worked for silver but mixed sulphides became more prominent in deeper levels.Several mines operated at each centre and each locality smelted its own ore.The mines at both centres were operated sporadically for many years though production was not particularly substantial.A number of the larger mining companies have shown a recent interest in this mining field with special emphasis on the Drake locality.GENERAL GEOLOGYThe two mining centres are situated to the north and south respectively of a belt of Permian marine sediments and volcanics similar to, and probably representing an easterly extension of, the rocks of the Emmaville district further west.E. C. Andrews (1907) recognized two stratigraphic units within what he called the Drake Series. The Lower Division consists of rhyolite flows, tuft's, breccias and agglomerates, followed by trachytic and andesitic tuft's containing cladochonns, thanmopora willcinsoni and other Permian forms.

Jan 1, 1962

A concise country-by-country summary of the mineral industry of Africa is presented. Reserves, resources, role of the country in the world mineral supply, and developments in the mineral industries are reviewed. The data on each country are accompanied by a map showing mineral location and transportation facilities.

Jan 1, 1976

The 53 countries that constituted Africa in 1992 accounted for a significant portion of total world output of a number of mineral commodities. However, the continent's total output for a number of major mineral commodities declined relative to the volume produced during 1991. (See tables 1 and 2.) The most conspicuous declines in mineral production from 1991 to 1992 were for cobalt and copper (declines of 28.6 % and 23.4 %, respectively), which could be partially attributed to mining and metal processing difficulties caused by political and economic disruptions in Zaire and for uranium (12 % drop), for which much of the continental production decline was ascribed to Namibian cutbacks in response to lower world prices. The severe regional drought also adversely affected the mineral industry in a number of sub-Saharan nations.

Jan 1, 1994

By Michel C. Frippel

This section of the Minerals Yearbook reviews the minerals industries of 29 countries: the 12 nations of the European Community (Belgium, France, the Federal Republic of Germany (FRG), Italy, Greece, the Netherlands, Denmark/Greenland, Spain, Portugal, Luxembourg, the United Kingdom, and Ireland); 6 of the 7 nations of the European Free Trade Association (Sweden, Nor-way, Finland, Iceland, Austria, and Switzerland); Malta; the 8 Centrally Planned Economies of Eastern Europe (the German Democratic Republic (GDR), Poland, Yugoslavia, Albania, Hungary, Czechoslovakia, Romania, and Bulgaria); and the U.S.S.R. Western Europe Western Europe [loosely defined to include the 12 nations of the European Com-munity (EC) and the 7 nations of the European Free Trade Association (EFTA)] is the single largest trading area and consumer of raw materials in the world. If Western Europe was at one time an important mining sector, it has now increasingly relegated the role of supplying minerals for its minerals processing industry to its ex-colonies in North and South America, Africa, and Australia. In this regard, Western Europe is the most important determinant of raw materials consumption (and thus raw materials production). There is an important reason for this since Western Europe lies somewhere between Japan at one extreme and the United States and the U.S.S.R. at the other extreme as regards the availability of natural resources.

Jan 1, 1992

By Orlando Martino

This regional report covers the mineral industries of Canada and 40 countries and areas in Latin America and the Caribbean Basin. Also included is a brief description of the mineral potential of Antarctica. The Latin American region encompasses an area twice that of the United States. Latin America and Canada have a rich and diversified endowment of mineral fuels, metals, and industrial minerals. Tables 1 and 2 provide a summary view of Latin America and Canada's output of its major mineral commodities in world mineral supply in 1990 and 1991. Table 3 shows the relative importance of a selected group of minerals produced in Latin America in the world mineral economy.

Jan 1, 1993

THE mineral resources of New England fall almost entirely in the non-metallic group. Metal produc-tion is so insignificant that no separate figures are obtainable; whatever production there may be is in-cluded in the miscellaneous group. The non-metallic industries, however, are of considerable importance, the production of the six states in 1925 approaching $55,000,000. As indicated in the accompanying table compiled from Bureau of Mines statistics, the chief mineral prod-ucts are structural materials, such as stone, clay products and lime. It is, significant that. the New En-gland States take the lead in several of these important commodities: Massachusetts stands first as a granite producer, with Vermont second, the New England, States producing 45 per cent of the United States total. In marble production Vermont stands first, Vermont .and Massachusetts together producing 38 per cent of the United States total. New Hampshire is second and Maine third in feldspar production, Vermont second in both slate and talc, and New Hampshire first as a mica mining state. In nine instances New England .States rank either first, second or third in the order of production of important non-metallic minerals. What prospect is there for future expansion of these industries? They are all substantial in character, the minerals as a whole are essential in industry, and there is little prospect of a diminishing demand for them. A every important step in the direction of expansion is to lower production costs. The National Research Coun-cil has determined that research throughout the country is now being directed mainly toward this end, and the New England mining industries must stand in the fore-front in this movement if they are to compete success-fully. Cost reduction may be accomplished by wider use of the most - approved equipment and methods. Progress in the metallurgy of iron and steel has far outstripped the progress along similar lines in the non-metals.

Jan 6, 1928

By Charles Camsell

At the last annual meeting of this Institute the programme very properly was drawn up and carried out with the special object of calling attention to the Dominion's position and problems with regard to fuel supplies. That subject, always one of serious concern, was a source of considerable anxiety twelve months ago. It is still so, but in a decidedly less degree than at that time. So far as the immediate fuel situation is concerned our anxieties have been relieved. And I think we can safely say that such a consciousness of our difficulties and determination to overcome them, has been developed in the minds of our people that there will be no slackening of the offensive until a final solution is reached. In selecting a subject of major importance for the present occasion I have felt free to digress from the pressing problems of last year and to go back, for a starting point, to the presidential address of two years ago .. I do not, however, wish to enter the controversy that has developed as a result of that address, though in spite of my own failure to amass a fortune from participation in certain mining ventures, I am decidedly inclined to the optimistic view that Dr. Corless presented of the future of our mining industry. You will perhaps have observed that in its general wording the title of my paper bears a marked resemblance to that of that address. This simila1ity of titles is not accidental. It is intentional on my part.

Jan 1, 1924

By Scott Tzcrner

WITHIN recent years people have begun to realize the importance and significance of the mining and allied industries. The leading part the engineer plays in civilization is becoming recognized. However accurate quantitative knowledge of the industrial importance of mining is still seldom possessed except by those close to this business. It is true that there are a few who go to the extreme and represent the whole progress of civilization as a reflection of man's gradual mastery of mineral utilization, but on the whole, the magnitude of the-industry is underestimated. In this paper I shall call attention briefly to the importance of mining in the United States, in Canada, and in the world. Ordinarily, the annual primary mineral production of the United States is about $5,500,000,000. The average for the last 5 years has been a little over that, but last year, sadly enough, it was less than 31/4 billion. Just now, we are on the decline, and have been for the last two years. In Canada, the 5-year average was about $268,000,000, and last year it was 227 million. Due in part to gold mines (in 1930, for the first time, Canada's gold production exceeded that of the United States), the Canadian average is holding up better than ours. Average world mineral production over the last -5 years has been estimated at about $12,000,000;000 whereas in 1931 it was less than than 8 billion.

Jan 1, 1932

The theme of my address to your Institute, indeed its name, is "The Mineral Industry - What Next?" Knowing that I was required to make four appearances, and not wanting to be too repetitious, I wrote a rather long speech of which I will deliver various sections at different places, with a common introduction. Specific areas I have addressed are "Exploration", "New sources of minerals and energy", and "Mining and metallurgy of the future".

Jan 1, 1984

By R. N. Pryor, S. H. Shaw, D. L. Dowie, S. H. U. Bowie, M. J. Cahalan, S. F. Gandar

It is concluded that land-based mineral resources will be adequate for most minerals in the immediate future, but in the long term more minerals will come from offshore locations. Because the oceans are international and can transport pollution, international control of offshore workings will be necessary. In the UK and similarly highly developed areas, the working of low-value bulk minerals will create increasing problems in urban development and countryside preservation. Much more information should be published on standards to be adopted and their costs, if emotional social pressures founded on ignorance are to be avoided. The Town and Country Planning Acts have greatly improved the environmental quality in Britain in relation to mineral working. In the long term conservation of some minerals in short supply may be necessary on a national or international basis. Much research is required for the determination of adequate criteria and standards for the preservation of environmental quality in the mineral industry. New local, national and international legislation will be required and the adoption of voluntary standards by trade associations should be encouraged wherever appropriate

Dec 1, 1971

By A J LYNCH

It was Harold McMillan, Prime Minister of England 30 years ago, who used the phrase "The Wind of Change" to describe political events in Africa in his day. So well did this phrase capture the spirit of the time that it echoed around the world, and the echo has never stopped. Change is the constant factor in the society in which we live and everyone of us has had experience of the effect which it has had on our professional and personal lives. Change will not stop, it will continue at an increasing rate and the questions we must answer are how do we prepare ourselves to meet the challenge of future change and how do we take advantage of the opportunities which it will bring? It is these questions which I wish to discuss in this address.

Jan 1, 1989

It was Harold McMillan, Prime Minister of England 30 years ago, who used the phrase "The Wind of Change" to describe political events in Africa in his day. So well did this phrase capture the spirit of the time that it echoed around the world, and the echo has never stopped. Change is the constant factor in the society in which we live and everyone of us has had experience of the effect which it has had on our professional and personal lives.Change will not stop, it will continue at an increasing rate and the questions we must answer are how do we prepare ourselves to meet the challenge of future change and how do we take advantage of the opportunities which it will bring?It is these questions which I wish to discuss in this address.There is nothing new about change in the mineral industry, it has been happening for thousands of years and it will continue as long as civilisation exists on earth. One type of change is economic and we are all aware of the rises and falls which occur in the prices of metals and minerals (Figure 1). When these have happened in an orderly manner, and could be predicted and planned for, it has been possible to take advantage of the benefits and minimise ill-effects, but when they were sudden and precipitate, and could not be predicted, the consequences were serious. The extreme example, of course, was the oil price shock of the 1970s which had such disastrous effects on industry and society.Other types of change are social, cultural and political. They have all been important in recent years and will continue to be so in the future.But it is technological change which may well be the most important because its effects are profound and irreversible, and alter irrevocably the way in which we live. So in discussing the mineral industry in a changing world I will talk specifically about technological change.

Jan 1, 1989