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By Jaime Lomelin

[First of all I want to thank the Society of Mining Engineers of AIME for the opportunity to present what Industrias Penoles, S.A. is doing in Mexico to reach the basic objetive of the enterprise without compromising, in short or long term, the living conditions of the community or attempting in an irreversible form against Nature. Industrias Penoles, S.A. is one of the largest mining and metallurgical companies in Mexico. It was founded in 1887 and at the turn of the century installed a lead smelting operation close to the village of Torreon, which became city five years after the start up of the Penoles smelter. Now Torreon has a population close to 300,000 inhabitants. In 1974 Penoles is still the largest industry in Torreon and the dynamic growth of the city is close related to this factor. Today Penoles in Torreon has a lead smelter with a capacity of 130,000 metric tons/year of bullion, an electrolitic zinc plant of 105,000 metric ton/year, and it is modernizing its lead smelter to control pollution and expand it to 190,000 metric ton/year of bullion including all the services and refinery. The Penoles complex in Torreon is the biggest in the non-ferrous metals field in Latinoamérica.]

Jan 1, 1974

By M E. Webb

Safety is a key value in most leading mining companies. Despite years of effort, and significant expense in ‘programs’, operating sites seem to have been left with no real improvement in either the elimination of fatalities or sustained reduction in injuries.Safety systems and processes have grown and evolved, often to the point where they have become overly complicated and marginally useful.MMG Limited, following the consolidation of its Australian operations under a single management structure, undertook a program to effect real and sustained change in its approach to managing safety. The program aimed at improving safety by better engaging its workforce and by making safety processes simple, useful and effective. It defined the role of the supervisor in creating safe work, the role of the people doing work and the role of safe work methods.A safety diagnostic tool was developed to assess site against safety-critical mindsets, behaviours, cultures and systems. The outcome of the diagnostic is considered by the organisation to be the true lead indicator of safety performance.While still a work-in-progress, the program at the Australian Operations of MMG Limited shows that challenging common paradigms in safety management can create real change in safety performance.CITATION:Webb, M E, 2016. Making safety simple, useful and effective, in Proceedings International Mine Management Conference, pp 217-223 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By P McCarthy

"This paper is based on 30 years of involvement in feasibility studies as a participant, study manager and the leader of a firm that provides study components and overall study management. The following topics are discussed:the purpose of feasibility studiesaligning the goals of the study team with those of the ownerthe difference between optimisation and designhow the types and levels of studies affect the organisation of the studythe relative merits of various management structures and contractual arrangementssetting scopes of work and tendering the work outthe selection of a study manager and the study management teamcommunications within the study team and externallythe project management trianglemanaging scope changes and maintaining flexibility to respond to study findingsprogress paymentsmanaging a study crisisinnovation, risk aversion and bankabilityreporting the resultsthe dangers and benefits of value engineering.CITATION:McCarthy, P, 2016. Making studies work – organisation, communication and management, in Proceedings Project Evaluation 2016, pp 20–30 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By G K. Robinson

Variations in many aspects of physical and chemical grade are often of concern to mining operations and mineral processing plants. In most circumstances these amounts of variation are predictable. At the time of planning new operations, we should be able to predict the amount of sampling and testing variation which our sampling devices, laboratory procedures and on-stream analysis devices will achieve. We should know how well our stockpiles, reclaimers and bins will homogenise material (or whether segregation will actually increase the amount of variation). We should be able to predict the amounts of variation that will occur on the important time or tonnage scales at the crucial p oints in our proposed operation. And once these amounts of variation are reliably known, mine planning will seem a little bit more like dealing with known knowns rather than like dealing with unknown unknowns.The first step towards quantifying amounts of variation for planned operations is to assess amounts of variation for existing operations. How many operations have estimates of amounts of variation in their databases? How often are people able to partition amounts of variation into amounts due to sampling error, amounts due to sample preparation, amounts due to assaying, and the amount of real variation in the stream of material?CITATION:Robinson, G K, 2012. Making sure that the amount of grade variation is a known known, in Proceedings Project Evaluation 2012 , pp 159-162 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

By D P. Blair

The theme of this conference is blasting productivity. This article only considers the technology aspect of this theme, and in particular, the collection and analysis of experimental data. In many cases, field trials are set up to collect data on variables such as fragmentation and vibration with the aim of comparing different explosive products and/or blast designs. An important aspect of such trials is the collection of sufficient data to draw sound conclusions. In this regard, there is no doubt that the scatter in real data is the root cause of all problems of obtaining misleading results due to an insufficient number of trials. This article shows that the typical one-off trial has a high probability of producing misleading information, which could be considered to be worse than having no information at all. Assuming that sufficient data has been collected, this article also highlights the methods that can be used to make the most of that data. These methods include the application of appropriate statistics that are dependent on the nature of the scatter in the data, and the use of some of the more recent filtering and spectral approaches that can be used to reduce the noise in measured blast signals and increase the resolution of their spectral characteristics.

Nov 8, 2011

By A Bagis, T Baker

In 1983 the New South Wales (NSW) Government began to construct a 35 km freight rail line to provide additional rail capacity to Port Kembla in the Illawarra region, south of Sydney, through a direct connection between the Unanderra to Moss Vale line at Dombarton to the Main South rail line at Maldon in the Southern Highlands. The project area lies within the carefully managed Sydney Water catchment and is also underlain by previous coal mining activities.Construction of the line halted in 1988 prior to its completion after the NSW Government reassessed the demand case and found that the project was not as viable as originally forecast. However, by this stage the line was partially constructed, including the majority of civil earthworks, approach structures to the main river crossings and establishing the portals for the Avon tunnel as a precursor to major tunnelling works.In 2012, the Commonwealth Government funded Transport for NSW to undertake the necessary engineering and environmental preconstruction works. Most importantly here, the 1980s rail link was predicated upon the use of electrically powered locomotives, whereas the locomotive fleet in operation today in NSW is diesel powered. This fact has a significant impact upon the approach and development of the Avon tunnel section, as the diesel powered locomotives combined with the length and grade of the tunnel alignment produces a unique set of conditions requiring specialist engineering design and systems to ensure safe and functional operation of the railway through the tunnel section.Given the above, the Avon tunnel will need to be supported by a ventilation and smoke control design based on the heat rejection from the locomotive consist, consideration of ambient air quality compliance, comparison against in-tunnel air quality goals, and providing safety systems in line with the fire and life safety strategy it requires.This paper explores the current development of both the tunnel civil works responding to the geography, geology, rail functional requirements, as well as the tunnel ventilation systems being revised to suit the diesel locomotives.Further, this paper describes the importance of combining the design outcomes with the procurement methodology in order to achieve the project objectives, a functional outcome and value for money across the project life.CITATION:Baker, T and Bagis, A, 2014. Maldon to Dombarton Rail Link – design development of the Avon Tunnel, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 487–494 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By J. Parke Channing

WE are accustomed to think that we are efficient in the United States, particularly with respect to such things as mining and manufacturing. The conduct of the war has demanded in England and in France a complete readjustment of manufacturing methods and plans, and today England is probably as efficient a country as there is in the world, not even excepting Germany. This is all the more remarkable because it has been notorious for years that England has been inefficient in her manufacturing and the country has been flooded with things "Made in Germany." Today England is almost a socialistic community and the State is doing almost everything. England is now in such a position that practically everyone in the country is engaged in industry necessary for the conduct of the war, and this has been accomplished by increasing the efficiency both of her tools and of her man power. In the United States we certainly have been efficient so far as machines and perhaps so far as methods have been concerned, but we have not been efficient iii the utilization of our man power. Before the war, our labor was undoubtedly far more efficient than that of England, but it certainly was not so highly efficient as it should have been, and the problem that confronts us today, and will all the more confront us after the war, is to make our man power efficient. England has had a taste of what you may call State Socialism, and her laboring men are not going to be content to return to the old order of things. There is one feature of the labor problem in England which has permitted her to reach this condition of state socialism with comparative rapidity; this is that practically all of her laborers are English; she has little or no foreign population. While an Englishman may he a strong union man and ready to fight his employer tooth and nail, at heart he is still a British subject, and when his country was in danger he rose to the occasion.

Jan 5, 1918

By John J. Deutsch

"1T is a great pleasure for me to be present at the Annual Dinner of the C.I.M.; a pleasure which is combined with a mutual opportunity that I value highly. First of all, this occasion gives me a chance to meet again many Members of your Institute and to become more fully informed of the special problems of the mining industry. This alone is ample reason for me to welcome the invitation to join you tonight. In addition, this occasion provides me with an opportunity to tell you something about the work of the Economic Council which might be of particular interest to your industry.In the mining industry, keen competition and constant change are basic facts of life. The continuing prosperity of the Canadian mining industry depends fundamentally on how successfully it is able to adapt both to the changing conditions within the industry and to major trends which operate throughout the world.First of all, the scale and organization of the industry are evolving to new and different dimensions. As one authority has put it, ""The cream of the small high-grade, easy-to-mine ore deposits of this world have been consumed and mining is becoming more and more an industry of very large scale, complex operations. It has already become in most countries a capital intensive industry and its problems, scientific, technical and economic, are growing in difficulty."""

Jan 1, 1966

By Jacek Paraszczak

For mining companies facing strong international competition and unfavorable commodities? prices, automation of underground operations has got a potential to increase productivity and help cut cost. However, despite considerable technological progress in this field, there still remain some problems to overcome. Furthermore, a success implementation of automation depends also on numerous operational, organizational and even human factors. In this context, this paper reviews briefly a technological progress with regard to different underground operations. Following that, several issues related to implementation of automated equipment and systems are presented and discussed. Particular emphasis is put on the factors whose importance is sometimes underestimated. Some recommendations in this respect are also given. It is stated that a success of an automation project is a function of many ?winning conditions?, which may be created through a very thorough planning and preparation. It is also underlined that despite achievements made, a vision of a man-less underground mine is not yet a question of near future as it may seem.

May 1, 2001

By J. D. Kennedy

The alchemists of old are remembered well for their tireless efforts in attempting to convert various common metals, such as lead, into gold. Not so well known generally, but no less intense, have been the efforts of certain individuals who attempted to manufacture diamonds over the last 100 years. Diamond, the most glamorous and permanent of gems and the hardest industrial abrasive, is carbon in a high-density unique crystalline form with a cubic structure and a density of 3.5. This contrasts with graphite at a theoretical density of 2.2 and possessing a hexagonal structure. Diamond is the hardest natural, material known and until very recently had no close competitor, natural or otherwise, with respect to hardness. The hardness of diamond exceeds that of any other industrial abrasive by a factor of approximately five. The early theories of diamond synthesis were rather vague. Since diamonds occurred in nature, man then looked to nature for clues as to how this might be accomplished. The original known diamond deposits of India are alluvial in character and provided little insight as to how diamond had been formed by nature, for in, these locales the diamonds have been washed by streams or carried by the glaciers long distances from the areas in which they occurred originally in the earth's crust. As a matter of fact, we are told that even today the locations of the mother ground for the Indian alluvial deposits are not known.

Jan 1, 1959

When Australian voters elected a Labor Government in March 1983 the value of the Jabiluka uranium deposit as an asset of Pancontinental Mining Limited effectively evaporated overnight. The day before the election, Jabiluka was Pancon's principal asset, with the Company's 65% stake in the deposit having a market value of the order of $US1 billion. This value had been set by an agreement reached with a potential customer, who was prepared to pay $US150 million for 10% of Jabiluka. The months before the election had been the culmination of ten years of unremitting effort to bring what was then the world's largest reserve of high'grade uranium ore into production. These efforts had included two and a half years of negotiations with the local aborigines, as well as exhaustive environmental studies and conceptual mine planning. All domestic approvals required to develop the Jabiluka deposit had been given to Pancontinental and marketing efforts had successfully placed about 50% of the expected uranium production with overseas utilities. It appeared that Jabiluka was about to emerge as one of the world's great mining enterprises. The election of a government with an anti-uranium policy stopped Jabiluka dead in its tracks. Pancontinental's largest asset had effectively become worthless and the Company appeared to be facing a bleak future.

Jan 1, 1987

By Gordon E. Jackson

I read a book the other day called Opportunity 2000. The book, Opportunity 2000, talks about what's going to happen in the next nine or ten years as we propel ourselves through the 1990s into the 219 century. The book, Opportunity 2000, is a futuristic book, somewhat like Megatrends. It said that by the year 2000, baby boomers will be old people, and when you got here before the baby boomers, how does that make you feel? It said that there will be more women in the American work place by the year 2000 than men. The book, Opportunity 2000, discusses diversity. The big challenge for the 1990s is ?diversity?. We'll have the D-word in the 1990s. We had the G-word in the 1980s ? ?global.? Diversity in terms of more immigrants, more minorities, more females into the American work place, but also value systems diversity. We'll have to deal and adapt to four different generational clusters in dealing and interacting with employees and management in the 1990s-value systems diversity. I think there will be five generational clusters that we'll have to deal with. Massey says four. He says we'll still have the old people around, the World War II mentality; those who

Jan 1, 1991

By HAROLD VINTON COES

MANAGEMENT has been tersely defined as getting things done through the efforts of other people; but before we proceed further, let us distinguish between administration, management, and organization. Oliver Sheldon in his book, "The Philosophy of Management," offers the following definitions: Administration is the function in industry concerned in the determination of the corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive.

Jan 1, 1943

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By T. W. Camm

"As engineers, we are trained to use logical, rational problem solving to insure our mines operate at maximum efficiency. We tend to use the same technical approach to design safety into all mining systems. This works well for machines, but not so much for the human component. Recent insights in the field of behavioral economics provide useful ideas for addressing the fact that we are driven by emotions more often than by rational thought. Understanding the nonrational aspect of human behavior is an important piece of any safety system design. INTRODUCTION The most common economic model is based on humans making rational decisions; that given the proper information, we will make a logical, rational decision based on what is best for ourselves (Ariely, 2009, p. xviii). In many cases this is an accurate description of how we make decisions. As an engineer, I was trained to apply the precision of mathematics and logic to solve problems. As an engineering professor, I now teach this approach to bright young minds preparing them for a life of professional effectiveness as practicing engineers. That said, we are not only rational. Daniel Kahneman, winner of the Nobel Prize in Economics, describes a model for how we think (Kahneman, 2011). System 1 is the part of our mind that is fast, intuitive, and emotional; while our logical, slower, and deliberative mind is System 2. According to Kahneman’s model, System 1 runs automatically, most of what you think and do originates in System 1. System 2 takes over when things get difficult, including the application of math and logic, and the resolution (or avoidance) of conflict. As engineers, we would typically assume that we operate in System 2 mode most of the time. This is where the model becomes useful, for Kahneman points out two important aspects of the dynamic between the two systems in our mind. First, System 1 has biases, systematic errors that lead to answering questions with an easier answer (rather than a right answer) before System 2 is engaged. Second, we can be blind to the obvious, and also be blind to our blindness. Complicating things further, System 1 cannot be turned off (Kahneman, pp. 24-25)."

Jan 1, 2015

By H. V. S. Tingley

My topic today is future trends in compensation for the mining industry. I seldom get the chance to speak about a subject of such immediate interest to an audience, so I would like to make the most of this opportunity by telling you that everybody in this room will become rich beyond his wildest dreams in the next few years. I would like to open my talk that way, but in compensation, like everything else, there is a great gap between dreams and reality. Back to reality. When we talk about compensation, we?d better define our terms because the compensation is really an umbrella for five basic types of payment made to management personnel. Slide 1 identifies these elements of compensation.

Jan 1, 1980

By Theodore Barry

The task of developing controls in the mining and manufacturing industries to give them a tighter grip on operating costs has afforded this author an interesting vantage point for observing certain practices common to both industries. Of course, each of these industries has problems unique to itself, but all industries have many common problems. After all, every industry is a business and every business is concerned with the task of producing its wares as profitably as possible. While many differences between businesses in different industries are known, the author is convinced through experience that the mining industry has much more in common with the manufacturing industry than is generally acknowledged. Four principal questions come to mind in the comparison of mining with manufacturing: How different are the management control methods in these two worlds? How do both industries go about the task of controlling costs? How does the mining industry compare in terms of the effectiveness of its workers? And perhaps most important, what can the mining industry learn from what the manufacturing industry is doing?

Jan 11, 1962

By Phil A. Keele

"IntroductionGeneralThe Genesee Coal Mine is a joint venture of Fording Coal Limited and the city of Edmonton. The mine supplies thermal coal to the Genesee Generating Station operated by Edmonton Power and is located approximately 75 km southwest of Edmonton (Fig. I).Under the terms of the joint venture agreement, Fording Coal Limited has designed and developed the Genesee Coal Mine. Fording also operates the mine which has a minimum economic life of thirty-five years. Mine development started in the spring of 1987 with the construction of the dragline erection pad and mine service complex. Major development of mining areas was carried out in 1988 with the construction of haul roads, powerlines, topsoil recovery, etc. Mining officially commenced on December 14,1988.The mine produces 1.6 million tonnes of coal per year and employs 65 people. MiningGround conditions have turned out to be very poor, as expected with the majority of the overburden in the first few years a soft lacustrine clay with minor amounts of fine-grained glacial till. To compound matters, what was expected to be a relatively uniform coal subcrop turned out to be a very irregular erosional contact.The coal mined at Genesee is a sub-bituminous Class B thermal coal with approximately 16070 ash, 21% moisture, 8300 Btu/lb and 0.27% sulphur on an as-mined basis.The primary piece of mining equipment used at the Genesee Coal Mine is a M8200 walking dragline. It has an effective operating radius of 100.6 m, a 50.5 m3 bucket, and weighs approximately 3860 tonnes yielding a ground pressure of III KN/m2•Figure 2 illustrates schematically the single pass mining sequence presently employed at the Genesee Coal Mine. The M8200 is used to lift all coal out of the cut, the coal being placed in stockpiles on the prepared pad .This method maximizes coal recovery under the conditions where spoil failures due to poor material would otherwise put men and equipment at risk. The coal is subsequently loaded by the coal shovel operating on the same bench as the M8200 dragline and delivered to the plant as required.All mined areas, as required under Alberta Legislation, are to be returned to an agricultural land capability equal to or better than that which existed prior to mining. Reclamation activities, as a result, are an important and integral part of the mining process. A complete list of the primary mining equipment deployed at the Genesee Operations appears in Table I."

Jan 1, 1994

By E. Kuipa, J. N. Lekunze

The selection of an underground mining method stems from a multivariate analysis that considers geomechanical, geological, economic, and operational parameters. Even after identifying the most compatible method, there is no assurance that the mining company will achieve the best performance. The geological complexity of some deposits requires adaptations of methods described in the literature to obtain more selectivity and reduce mining waste. There are some studies on geometry of underground structures, but a methodology that describes an adaptation of a room-and-pillar mining method for ore bodies with down-dip varying from 20° to 25° is novel. The present work aimed to reduce dilution by adapting the traditional room-and-pillar mining method (TRP) to inclined ore boLittle attention has been paid to the rehabilitation of derelict and ownerless mines in South Africa after their lifespan. This paper aims to explore management gaps in legislation that have resulted in the non-rehabilitation of derelict and ownerless mines in South Africa. There is growing evidence that supports the distressing effects of mining on people living around these mines in the North West Province. This paper was motivated by the current socio-economic status quo of old mining towns, the influx of illegal miners (Zama Zamas), severe environmental damages, and the violence associated with derelict mines. Underpinning this research was an ecosystem approach and integrated resources management principles, which formed the foundation for the decision-making process.The researcher used a mixed-method approach and employed convergent techniques. A semi-structured instrument was used to collect data from 200 respondents. The results indicated that there is a dire need for community-based consultative processes, and an absence of clear guidelines for derelict and ownerless mines to pressure mine management to adhere to rehabilitation standards. Moreover, the mining charter is ambiguous regarding policy implementation, budgetary allocation, and duration of the rehabilitation of these mines. The paper concluded that management challenges associated with derelict mines can be reduced if all stakeholders follow the guidelines as outlined in the environmental legislative framework (NEMA) of South Africa while being open to innovations in line with international best practices. It also contributes towards the development of guidelines for the management and implementation of legislation related to derelict and ownerless mines in South Africa from a philosophical, theoretical, and policy perspectivedies. This new method is entitled short-hole room-and-pillar (SHRP). The equations that measure the dilution are defined according to the geometry of stopes and openings. The results comprise comparative analyses of the operational and planned dilutions to measure the performance of the SHRP method. The average operating dilution of the SHRP method was more than five times lower than the planned dilution according to the TRP method. Low operational dilution indicates high selectivity of the method and its potential to reduce underground mining tailings.

Oct 9, 2024

By W. W. Beddow

TWENTY years or so ago I wrote an article on management which consisted mostly of a chart similar to thousands of others of that day showing line functions, staff functions, and the chain of command in a typical mining organization. Since hen we have been "bossing" from the faces to the swivel chair and we have made many errors of no little expense to our companies. We have kept the chart in mind but many times we have changed the functions to fit the people we have had to work with. Good management after all is getting results with the people, the equipment, the supplies, and the natural conditions of the coal seam or seams and adjacent strata present. We have made, with little effort, a good showing with average people and equipment in good natural conditions. We have made a miserable showing (although expending every personal effort) with better than aver- age people and equipment in bad natural conditions. In the latter case many of our stockholders felt that better management would have found some way to save their investment. Perhaps they were right.

Jan 1, 1944