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Control of construction projects is the responsibility of the Project Leaders who have the authority to make decisions. Project Controls cost and scheduling systems provide the Leaders with timely information on which to base their decisions.The Client (Owner) will invest up to three per cent of the project cost on Project Controls. To ensure that this investment is effective, the Owner or Manager must have a clear understanding of the information required from the Project controls systems. If appointing a single Managing Contractor, the Owner or Manager must stipulate what is and what is not required from the Project Controls Systems. There are numerous computer programs available for scheduling and cost control and it is important to select systems which best serve the Owner's needs.

Jan 1, 1993

By E Skinner, G Lane

Project delivery strategies are determined by project context, business case requirements, scale of project, market conditions, ownerÆs capability and preference, contractorÆs experience, resource and skill availability, project location and type of project or facility.Successful project management requires the setting of coherent, effective and realistic business objectives and success criteria. The management team needs to lead, prioritise, resource, align, plan, track and communicate the processes that enable the realisation of these business objectives and success criteria.For any given project there is a unique balance between selection of a simple project delivery strategy that minimises interfaces and a complex strategy that necessarily engages the use of expertise and experience from numerous parties. The right balance for a project between these "book-end cases" is a function of how the project owner or managing contractor defines its objectives and chooses to manage risk, cost, schedule and project quality, in the context of the conditions affecting the project.Selection of an effective project delivery strategy requires a detailed appreciation of the range of external and internal environmental / shaping factors which influence the project. These factors include the project constraints imposed by the business, market or operational environments and the selection of an effective mix of primary (head contract), secondary (mix of vertical and horizontal packages) and tertiary (type of individual contract) strategies. The selection of the primary, secondary and tertiary strategies also shapes the project, the size and responsibilities of the ownerÆs team and the framework for delivery of outcomes.How does an owner or prime contractor decide? What is the optimum for a given project? Those with operations management backgrounds will have different views to those with project and construction management backgrounds.Is the simplest practical approach the best approach? Each and every interface needs to be managed.The owner will want a very experienced team that is engaged directly with the owner. The team will have a track record of successfully performing projects using contractors skilled in their respective disciplines and selected using competitive tendering on brilliantly designed scopes of work and good contract terms, with a fully defined project scope and appropriate schedule, for which all significant risks have been addressed and no scope changes are outstanding. Budget and schedule will be expected to have been developed with a full understanding of the scope, situation, risk management requirements etc.The problem is that these conditions rarely exist. The challenge in selection of a project delivery strategy is to resolve how best to address the inadequacies between the ideal case and the present reality. The mechanism for addressing the inadequacies defines the likely outcome of the project.CITATION:Lane, G and Skinner, E, 2013. Project delivery, in Proceedings MetPlant 2013 , pp 50-65 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013

"Chairman: Professor J. C. Griffiths Rapporteur: Mr J. P. G. PRETORIUSPapers:Mine-mill production scheduling by dynamic programming by R. J. Roman Optimization of a large mining venture by J. C. Paynter, B. K. Loveday and C. G. Robinson Economic surface mining of multiple seams by T. V. Falkie and W. E. PorterIn introducing his paper, Mr Roman said that whereas in manufacturing plants the yearly production levels were usually chosen to produce the largest annual cash flow, in a mining operation, the raw materials (ore) were exhaustible so that the production had to be scheduled to maximize the total net present worth of the operation. This optimum production schedule could be determined by using dynamic programming. The required information was readily available to management at most mines. The 'possible operating range' of production rates lay between the rate with the highest profit per ton. and that with the highest profit per year. The optimum production rate started typically at the top of this range and decreased slowly as the deposit was depleted.Dynamic programming was used to determine several production schedules for a hypothetical mine-mill complex. The effects of changes in the ore grade estimates, size of deposit and acceptable rate of interest on the production schedule were taken into account. Apart from the fact that the net present worth of the overall profits was larger than that obtained by conventional methods, it appeared from the cases studied that the amount of metal recovered was also greater.Dr it P. King commented that this was a very interesting application of dynamic programming. He pointed out, however, that the market price of the metal was likely to vary significantly and randomly during the life of the mine, and he suggested that the problem should, therefore, be reformulated as a stochastic dynamic programming problem.If the price of the metal rose to abnormally high levels, a much higher than normal production rate could be expected. The results of analyses given in Table 5 showed that the production rate was a function of market price. In his view the stochastic problem could be solved just as easily as the deterministic problem.In reply to a question by Dr King as to whether the function relating recovery to production rate (Table I) was based on real data, the author replied that it was based on the results of an analysis conducted at the Union Carbide Corporation's Pine Creek tungsten mine in California.Dr D. M. Hawkins stated that costs were incurred when the production rate was altered, for example, in appointing or laying off staff, and that in practice it may be necessary to take these costs into account in finding the optimum production rate. Mr Roman replied that, while normal administrative costs were accounted for, the additional costs incurred in appointing and laying off staff were not taken into account."

Jan 1, 2014

"Chairman: Mr. K. F. LaneRapporteur: Mr C. T. ShawPapers:Design of crushing plant flow sheets by simulation by T. GurunThe impact of transportation networks upon the potential supply of base and precious metals from Sonora, Mexico by P. de V. Harris and D. E. EurestyProfitability sensitivity analysis of a mining venture by C. A. Beasley and E. P. PfleiderTechnological innovation and its potential effect on the opening of new gold mines in South Africa by N. C. JoughinMr Turgay Gurun, in presenting his paper, indicated that this simulator was no purely theoretical exercise, but that the model had been used in the design of crushing plants of capacities ranging from 3 000 tons per day to 66 000 tons per day, and that recently the design of a plant of capacity of 99 000 tons per day had been studied.The crushing plant simulator was an independent portion of a much more comprehensive simulator for the design of a. complete recovery plant. It would be possible to use each section of this simulator on its own, and simulators would be designed to cover flotation concentrates, cash flow analyses of the entire project, and so on.Each simulator would be backed by a comprehensive data bank. For example, the crushing plant simulator was backed by such a data bank which included the performance and cost data from five manufacturers for an average of 30 items of process and materials handling equipment each. This meant that data preparation involved generally less work than would be required for a manual calculation. On average, data preparation for one run took 30 minutes and three minutes of computer time on an IBM 360/40 completed the run. The model could be valuable as a design tool in that it allowed the designers an opportunity to make a thorough examination of many alternative designs. It was also of value to plant operators as it could be used to predict the consequences of operating decisions.This paper generated much interest and there were numerous questions and contributions, so many, in fact, that the discussion had to be cut short.It was pointed out by Mr K. F. Lane that crushing plants represented a very large capital investment. A plant designed for 40 000 tons per day at 98 per cent efficiency might well in practice be run at 50 000 tons per day at, say, 83 per cent efficiency. He asked how, therefore, their design could be investigated without building economic criteria into the model? The author conceded that this was a tender point. He would have liked to have given facilities for more variability of the metallurgical information. He pointed out, however, that while there was no overdesign for conservatism built into his system, some overdesign was inevitable as the performance characteristics given by the manufacturers were generally conservative. Also, in his system, if lower recovery was allowed for, the system would nut through more tonnage."

Jan 1, 2014

By C Pope, M Tannock

Mining exploration and development projects in Australia are being negatively affected by the highly complex regulatory and bureaucratic processes at all levels of government. These processes affect mining companies operating in Australia by impacting on timelines and the cost of developing a mining project. It is not uncommon for the granting of project approvals to take in excess of five years, meaning that mining companies struggle with productivity, efficiency, time frame and cost issues in respect to their projects in Australia. As the mining boom in Australia is moving from the investment to the production phase, it is now more important than ever to maintain a regulatory landscape that facilitates rather than discourages new investment.While one of our key arguments is that there is too much burdensome regulation and red tape in Australia, we are also strongly believe that regulatory intervention is necessary to ensure that appropriate checks and balances are in place to serve the public interest and manage environmental, health and safety, social and other development-related impacts that may arise from a mining project. However, the regulatory intervention in Australia has come to a point where it is excessive and starting to discourage valuable investment in mining projects for nominal return to the public. Excessive regulation or ‘red tape’ impedes productivity and competitiveness, deters investment and innovation and costs jobs, all of which ultimately impact on the growth of Australia and the standard of living of all Australians.This paper aims to examine and compare the federal, state and local regulations that govern mining projects in Australia. It will highlight how these regulations are unnecessarily complex, lengthy and duplicated and how they can be streamlined to reduce red tape. In doing so, the paper will evaluate the recommendations proposed by the Productivity Commission Report on Major Project Assessments released in 2013, which include the recommendation to move to a ‘one project, one assessment, one decision’ regulatory model.CITATION:Pope, C and Tannock, M, 2015. Project development and regulation red tape – a comparative analysis: does it need to be so complex?, in Proceedings Iron Ore 2015, pp 621–630 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By B. R. Boardman

Project Environmental Approval is a multi-faceted issue. From a mining perspective, it is a costly item because of avoidable time delay. The government perspective is that the approvals are a necessary part of meeting departmental requirements to ensure that the wellbeing of other uses of the environment is maintained. This paper outlines some of the problems inherent in the environmental approvals process and makes recommendations to both the proponent and government about improving the efficiency of the process.

Jan 1, 1978

By D. F. Sinclair

It is often said in business that if you don't have a customer you don't have a business. The same rule applies to project evaluation; if you don't have customers you really don't have a viable project. It is therefore essential that in the early stages of project evaluation the following fundamental questions are addressed: ? What products will this project produce? ? Who are the potential customers? ? What are the customers' requirements with respect to grade and impurities? ? Do they have adequate capacity to take the production from the proposed project? ? Will the products introduce adverse effects in the customer's process circuits? ? Will additional waste streams requiring disposal be produced? In the past the attitude has been along the lines of the customer will take whatever we produce at the mine site. Times have now changed with customers now operating under much tighter environmental regulation with waste disposal becoming increasingly difficult. It would therefore be prudent that the principles of product stewardship be used as a tool in project evaluation. This paper will provide a general discussion on customer requirements and provide detail on case studies of the impact of mine products on smelter process circuits. It will provide examples where there were synergies between the mine product and the smelter circuit and where the mine product had adverse impacts on smelter performance.

Jan 1, 2007

It is often said in business that if you donÆt have a customer you donÆt have a business. The same rule applies to project evaluation; if you donÆt have customers you really donÆt have a viable project. It is therefore essential that in the early stages of project evaluation the following fundamental questions are addressed: What products will this project produce? Who are the potential customers? What are the customersÆ requirements with respect to grade and impurities? Do they have adequate capacity to take the production from the proposed project? Will the products introduce adverse effects in the customerÆs process circuits? Will additional waste streams requiring disposal be produced? In the past the attitude has been along the lines of the customer will take whatever we produce at the mine site. Times have now changed with customers now operating under much tighter environmental regulation with waste disposal becoming increasingly difficult. It would therefore be prudent that the principles of product stewardship be used as a tool in project evaluation. This paper will provide a general discussion on customer requirements and provide detail on case studies of the impact of mine products on smelter process circuits. It will provide examples where there were synergies between the mine product and the smelter circuit and where the mine product had adverse impacts on smelter performance.

Jan 1, 2007

By L I. Rozman

"There have always been development projects that fall short of expectations. In the last decade, we have seen more than the usual number of mining and oil/gas development projects taking significantly longer to develop and costing materially more than expected. The recent resource-equity market slump proves that investors are now far more cautious about investing new capital in the mineral and petroleum resources sector.What have we learned since 2005? Why have projects missed their targets? Why do investors often feel misled?Valuation of a project and the estimation of value is a more complex process than the evaluation of the merits of project development. The merit of project development can be clear from a prefeasibility evaluation, but this is no reason to skip the rigour of a feasibility study. The valuation of any project that is developed with any added risk should be discounted for this added risk.The development of a project impacts on other stakeholders, and the indirect cost of these impacts can have material implications for the cost structure, time and ultimate valuation of the project for its financial backers. The development of new projects (and thereby supply) can also have an impact on commodity prices, and therefore an impact on returns for financial backers.This paper will provide commentary on the author’s experiences and observations as a project developer and operator for 25 years, before becoming a project financier a decade ago.CITATION:Rozman, L I, 2016. Project evaluation and valuation – an investor’s golden rule, in Proceedings Project Evaluation 2016, pp 31–36 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By R Knight

"In project evaluation there are two matters of keen interest to non-executive directors: the process by which an investment recommendation is reached, as well as the investment itself, as presented. It is sometimes mistakenly believed that Boards of directors are interested only in the result. That is not so. The process by which project evaluations are derived and socialised with the Board is as important as the result, sometimes more so.Setting aside the gloomy predictions of the doomsayers and looking through short-term volatility in supply and demand, the overall availability of mineral resources more often than not exceeds demand. There are in reality more development projects in prospect at any one time than are needed to meet the market. Only the fittest will prosper, although some others may survive.Optimism springs eternal in the mining industry and every project promoter, executive or entrepreneur has a convincing project development case. Some will create value for shareholders, but the historical evidence suggests that many will fail to meet the expectations set in their evaluation.Boards of directors make the final decision to invest, or not, in a new mine. Knowledge is power, and on that basis the balance of power favours management. Management has the facts (or in some cases, what passes for fact) and the passion to invest. The non-executives have the power of approval – yes or no – but before making a decision directors must demonstrate due diligence, the essential precursor to project approval.Management has a vital part to play in facilitating that due diligence process and in encouraging the independent thought processes of the Board. A closed approach by management fosters a negative, risk-averse attitude on the part of the Board. One that encourages an understanding of the rigour of the project evaluation process and the robustness of the result will allow directors to understand better the implications of their decision.CITATION:Knight, R, 2016. Project evaluation – a non-executive director’s perspective, in Proceedings Project Evaluation 2016, pp 11–19 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By John A. Wells, Leticia Conca, Kenneth G. Thomas

"Since about 2002 there has been significant capital cost escalation, not inflation, in the mining industry causing turmoil for successful project completion. Project capital costs have more than doubled and some cases tripled in this time period. This has rendered many projects to be economically challenged and in some cases not viable. In addition higher than expected operating costs have further adversely affected project metrics such as NPV and IRR. Capital cost increases for projects have been widely reported globally. This current paper reviews three items. Firstly, why such capital increases and the various components that make up capital estimates. Secondly, it looks at reasons why preliminary estimates, for example at scoping and pre-feasibility level, have been lower than the ultimate constructed costs. Such increases and differences in estimates have caused major problems for mine builders and have led to a general nervousness on the part of those providing project finance. Thirdly, what discipline is needed in project execution in an attempt to mitigate such capital increases. The paper will hopefully give a better understanding of the various issues and factors involved for those in the mining industry.INTRODUCTION The years 2012 and 2013 were a turbulent time for the mining industry. The European economic crisis, politics, metal price volatility and a wave of changes of CEO´s in some of the major mining companies all contributed to a challenging couple of years. Two issues stood out. First, the huge increases reported in the capital costs of projects, where increases of 100% - 300% were not uncommon and in some cases exceeded that during the first decade of the 21st century. Second, company write downs related to takeovers during the boom and the stabilization/correction in commodity prices. These have led to great uncertainty, made it difficult (or impossible) to raise project financing costs, contributed to the changes at CEO level and placed many projects either on hold or cancelled altogether. It is commonplace now to read of companies talking of reduced capital expenditure and making a complete review of their projects and operations to contain costs."

Jan 1, 2014

By Kyle Wightman

INTRODUCTION CRA Limited is the largest mining group in Australia by value of sales and the second largest company in Australia in terms of share market capitalisation. In the past 25 years, CRA, its predecessors and affiliates have been involved in a number of mining and further processing developments in Australia and elsewhere. Many of these have been financed using project financing techniques. These include Comalco's development of the Weipa bauxite deposits in Northern Queensland in the late 1950's, the Hamersley iron ore developments in the Pilbara region of Western Australia in the mid 1960's, the Queensland Alumina Limited alumina refinery in Gladstone, Queensland, at about the same time, and the Bougainville copper project in 1969/70. In the past three years CRA has again utilised project financing techniques to fund its Tarong steaming coal project in Queensland, the Blair Athol steaming coal project also in that State and CRA's interest in the Argyle diamond project in the Kimberley region of Western Austrlia. PROJECT FINANCE DEFINED Nevitt Definition Nevitt's is the most frequently quoted definition - "A financing of a particular economic unit in which a lender is satisfied to look initially to the cash flows and earnings of the economic unit as the source of funds from which a loan will be repaid and to the assets of the economic unit as collateral for the loan." Risk and Balance Sheet Treatment It is important to focus in more detail on two aspects of project financing, risk and balance sheet treatment. The assessment of the various elements of risk in a project and the sharing of that risk between sponsors and lenders is the most critical feature. At one end of the spectrum is full absorption of risk by the sponsor(s). This can be described as "on risk" or "on credit" or "full recourse" to the sponsor(s) and is effectively a corporate financing. At the other end of the spectrum the lenders absorb the whole risk in a non-recourse financing which is "off risk" or "off credit" for the sponsor. The other aspect is the sponsor's balance sheet treatment. If the balance sheet of the economic unit undertaking the project and the financing need not be consolidated into the balance sheet of the sponsor (because ownership does not exceed 50%) then the financing may be described as off-¬balance sheet. If consolidation is required then the financing is described as on-balance sheet. Most project financings involve some recourse to the sponsor, i.e. they are limited recourse. Very few are non-recourse or off credit to the sponsor. Limited recourse financings may be on-balance sheet although many may also be off-balance sheet insofar as consolidation is concerned. However, sponsor support may very well be a contingent liability to the sponsor and require disclosure by way of note to the balance sheet should consolidation not be required. CORPORATE FINANCE CONTRASTED A financing which is on credit or full recourse to the sponsor, whether it is directly borrowed or guaranteed by that sponsor, is a corporate financing. Lenders will tend to base their credit assessment on a historical assessment of the sponsor's activities and its financial results rather than an assessment of the project or a detailed assessment of the future activities and prospects of the sponsor. PROJECT FINANCE - A BORROWER'S PERCEPTION Although CRA could choose to arrange all finance on a corporate basis (except perhaps for the very largest projects or acquisitions), project financing techniques provide a number of specific advantages which CRA has noted and which should be carefully considered by a project sponsor. Advantages

Jan 1, 1985

By D Macdougall, J Otto

The financing of large mining projects in developing countries is often achieved, at least in part, by limited-recourse financing methods. Financing agreements are affected by the basic accord that is struck between the host government and the sponsors of the project. It is concluded that governments and project sponsors should take into account the requirements of lenders when structuring such mineral development agreements to maximise the potential for attracting project financing. Lenders are likely to be most interested in aspects such as fiscal arrangements, calculation of taxable income and general accounting rules, royalties, transferability of payments/dividends overseas, corporate structure and control, staged development, financing, loan support and state guarantees/approvals, political risk, provisions for default, product marketing, settlement of disputes and environmental issues

Aug 1, 1994

By B. Morris

This presentation will describe the process by which the Quebrada Blanca (QB) copper project in northern Chile was financed. It will also show how a relatively junior mining company addressed the problems created by its inability to provide its share of the equity funding and the guarantees required by the project lenders. QB is located in the semi-arid Andean highlands of northern Chile, 170 kilometres southeast of the port of Iquique and 30 kilometres west of the border with Bolivia, at an altitude of about 4,300 metres (14,000 feet). Figure 1 depicts the project's location. The QB orebody is a secondarily enriched porphyry copper deposit containing reserves of 85 million metric tons grading 1.3 percent copper. Underlying the enriched zone is a significant primary ore zone containing several hundred million metric tons grading about 0.5 percent copper. In the late seventies and early eighties Falconbridge and its affiliates spent $20-30 million dollars exploring the deposit and conducting feasibility studies. For a variety of reasons they decided not to develop the property which was returned to its owners, Empresa Nacional de Mineria (ENAMI), which is a Chilean state mining corporation. In 1988 ENAMI announced its intention to privatize the property through a public bidding procedure.

Jan 1, 1993

By T Ireland

The Project Hobson tunnel excavation was the first use in New Zealand of an earth pressure balance (EPB) tunnel boring machine (TBM). The tunnelling on the project was very successful and break-through was achieved three weeks ahead of program, demonstrating that tunnelling can be undertaken in Auckland with a high degree of cost certainty.Project Hobson involved the replacement of an existing 90 year old above ground sewer that crosses Hobson Bay in Auckland, New Zealand, and which had reached the end of its economic life, with a 3 km long, 3.7 m internal diameter segmentally lined bored tunnel. The NZD$ 118 M project has provided several environmental benefi ts to the Owner, Watercare Services Ltd and the local community:· provide capacity to meet projected growth in the region,· virtually eliminate wastewater overflows into Hobson Bay and the Waitemata Harbour, and· remove an obtrusive visual feature and open up the bay for recreational purposes.Auckland’s bedrock is a weak sandstone/siltstone (East Coast Bays Formation), subject to infilled paleovalleys. The geology in the region has been significantly influenced by volcanic activity; 49 volcanoes are present within 20 km of the city centre.The paper describes the design and construction challenges for the projects, including TBM performance, ‘sticky spoil’ management, and risks associated with basalt lava flows and two paleovalleys. The paper also highlights the reasons for the success of the project, including a rigorous approach to risk management during design, and effective planning during construction. Other useful data such as the effect on the watertable caused by closed face tunnelling, and ‘faceloss’ estimates derived from settlement arrays are included in the paper.Project Hobson also saw the successful implementation of a Geotechnical Baseline Report – one of the first uses of this type of document in Australasia.

Mar 8, 2011

By Randy McMeekin, Chris Twigge-Molecey, J. Peter Blake

The project implementation phase, FEL4, is generally a complex undertaking. The project has been approved for construction and the capital has been allocated. At this point the project team comes under significant pressure to meet the safety, schedule, cost, and start-up committments. For the design team the principal tasks are to finalize detailed design, complete procurement, and issue construction contracts. Design activities must be closely coordinated with equipment and material procurement. A clear engineering plan should be based on well-defined work packages to meet construction, commissioning, and startup requirements. A range of review processes by discipline, area, and third parties assure quality. Constructability, safety, and hazard reviews are performed throughout the design process. Three-dimensional models that incorporate extensive databases help to maximize efficiency and minimize errors. Well-managed projects have a clearly accountable design team, rigorous change control processes, and well-defined workflows. Key individuals from the design team participate in commissioning, operator training, and startup.

Jan 1, 2015

By O C. Aitken

Mining project developers are committed to taking on all the challenges and obligations of financial risk management. It is interesting that our current models of project finance have not changed markedly in principle for some 700 years, yet the rules which prepare the way for effective project assessment and subsequent loan management still do not seem to be well understood by project or corporate developers. Probability and gravity fill the opposing trays of the golden balance of financial risk. Understanding the relationship between these opposing, but intimately related elements is critically important for successful risk management. It is important to move beyond the qualitative approach and use quantitative methodologies to measure the financial impact of the occurrence of each major risk. We live in a world where the only constant is change and thus it is not surprising that a bankerÆs life is still governed by assessing, measuring and pricing risk. Banks are attracted to funding well managed companies with strong cash flow projects. But we are more risk averse compared with the credit appetites of late last century. This attitudinal shift has resulted in tougher term sheets for the early 21st century, encompassing more conditions, warranties, undertakings and stronger cash sweep provisions. Banks require well balanced portfolios to achieve an acceptable spread of risk, thus there is a more restricted market for small company lending than that available to large multi-project corporate entities with less concentrated risk profiles. Because of this focus, junior company debt finance remains comparatively expensive and especially so for more challenging geographical and political environments.

Jan 1, 2004

By J. Herhold, S. Plaum

"Current and future operational processes in the mining and underground construction sector are under the influence of the prevalent competition and the acute necessity of optimization approaches concerning corporate and project processes. Besides general construction procedures, especially underground construction procedures and procedures in the field of deep shaft construction are high-profile. Those processes describe high technical challenges as well as increased requirements to occupational safety and health. Therefor an occupational safety management, which should be adjustable to the company itself and adaptable to all kinds of projects, shall be created. The creation of such an occupational safety management would lead to an economically optimized and safe (within the scope of OSH law) implementation of internal activities for the performance of construction services underground and in the field of deep shaft construction. With this approach the satisfaction of the high safety request as well as the demand for process optimization, as part of keeping the own competitiveness, will be satisfied successfully at once. PROJECT BACKGROUND Introduction The health and safety protection as well as occupational safety look back on a long historical development, which had brought more important sectors and developments during the last years, not only in Germany but also on the European and international level. The accident insurance protected by law has already been reported in 1884, which is astonishing early. The launch time point is strongly connected with the on-going economic development in the end of the 18th century, but above all this increased in the 19th century. The progress of occupational safety and especially the interest in the integration and the concentrated consideration of occupational safety and the health and safety protection in the company process is strongly visible during the 19th century and directly connected to the industrial revolution. [9] The industrial revolution and with that the development of work places lead to changing demands in the field occupational safety and health and safety protection. Insufficient security precautions caused problems in the industrial revolution, such as personnel and material losses as well as serious injuries and their consequences. These and the fundamental economic endeavours of the entrepreneurs lead therefore to the important step to develop an occupational safety system. [9] The prevailing basic ideas seize the insufficient security precaution of work places as well as the economical and profitable ideas of the entrepreneurs and bring them together. From this the necessary entrepreneur’s task comes into being and that is bringing the work conditions to the way that life and health of employees are not in danger. [9]"

Jan 1, 2017

By J. Herhold, S. Plaum

"Increasing worldwide energy demands, coupled with desires for cleaner energy, have led to greater research of renewable energies. Strongly weather-dependent energy sources, e.g. solar and wind energy, are unable to provide a constant control energy to withstand the fluctuation of the extensive power systems during peak hours. The pump storage plant Nant de Drance in Switzerland will not only have the capacity of a nuclear power plant, producing 900 MW, but will also combine the environmental aspect and the demand for controlled energy. Nant de Drance is one of the pioneer projects for upcoming energy challenges and serves as a model for future pump storage plants. This paper focuses on the planning process and the project execution of interdisciplinary large-scale projects such as Nant de Drance, including project related data handling, communication systems and project handling skills. Furthermore, the paper discusses mining excavation in the context of large scale projects and their regional environmental challenges, e.g. high alpine rock mass on the site of Nant de Drance. PROJECT BACKGROUND Project Overview Nant de Drance is a 900 MW pump storage plant located in the Swiss Alps. To provide such a high energy storage, six turbines (reversible Francis type), each with a capacity of 150 MW, were installed. Due to the efficiency factor of 80% the pump storage plant is able to provide an energy production of 2500 GWh per annum. Construction of the pump storage plant, which has been selected as “Major Tunneling Project of the Year” in 2014 by NCE and ITA-AITES, will be completed over 10 years. Therefore, the project has been divided in six major phases outlined below: - Launch: 2008 - Access Gallery: 2010 – 2012 - Excavation KMA, KTR: 2011 – 2014 - Concreting KMA, KTR: 2014 – 2016 - Installation of HEM equipment: 2014 – 2018 - Tests & entry into service: 2017 – 2018 Figure 1 outlines the single process phases of the project. For the construction of the shafts, galleries and caverns, 1.7 million m³ of metamorphic rock with sedimentary origin (mica schist & paragneiss of the massif „Aiguilles Rouges“) were excavated. A tunnel network with a total length of 15 km was created. The machine cavern measures 194 m long, 32 m wide and 52 m tall."

Jan 1, 2016

By Ronald B. Stone

This paper describes a proposed solution to the problem of mining a 315 foot diameter unsupported sphere at a depth of 2700 feet in a salt dome by conventional mining methods. The proposed solution utilizes many of the varied technologies available to the mining engineer for solving mining and underground construction problems. The following are reviewed in the paper: A. The location of the sphere within the dome as required by construction criteria. B. The relation of the location of the access shafts to the sphere. C. The rock mechanics theory in relation to the salt dome and large size of the excavation. D. The proposed "honeycomb" method of mining which will be a partial answer to rock mechanics stability requirements. E. The equipment which it is recommended be utilized to accomplish the construction. F. The rock mechanics measuring instruments proposed. G. The methods of disposal of the mined salt. Conclusions and areas of further study are outlined in the final statement.

Jan 1, 1968