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By GERALD A. WARING

ALASKA'S coal consumption is now about 130,000 tons annually. About one-quarter of this amount is used in the southeastern part of the territory and in settlements on the western coast and comes from Seattle and from British Columbia mines. About 60,000 tons is sub-bituminous coal from the Healy River mine in central Alaska, and is used mainly at Fairbanks, sixty miles to the north, for heating and the development of electric energy, for the city and the gold-dredging operations of the Fairbanks Exploration Co. The remaining 40,000 or 50,000 tons is bituminous coal from Matanuska Valley, in the south-central part of the territory. These coal deposits extend intermittently for about forty miles along the valley, which trends eastward from the upper end of Cook Inlet.

Jan 1, 1934

By F. L. Wolf

THE tests here described were made to obtain information regarding costs, efficiency, etc. of baking cores in an oil-fired oven, and two electric ovens, which were installed, early in 1920, in the core room of The Ohio Brass Co. and were used almost continuously during the rest of that year. Operating costs were rather high so a complete test was undertaken early in 1921. The ovens will be referred to as Nos. 1, 2, and 3. Nos. 1 and 2 are electric ovens of different makes while No. 3 is an oil-fired oven made by the firm that made No. 2. The three are equipped with similar ventilating devices. They have full-height doors at front and rear. The cores are placed on iron racks, which are lifted by Cowan trucks and rolled into the ovens through the front doors. When baked, they are removed through the rear doors. Fig. 1 shows the general plan of the electric ovens while Fig. 2 shows the plan of the oil-fired oven. Oven No. 1 is 91 in. (231 cm.) wide, 83 in. (210 cm.) high, and 79 in. (200 cm.) deep, inside measurements. The walls are constructed in, panels about 18 in. (46 cm.) wide and 4 3/16 in. (10.6 cm.) thick, packed with blocks of insulating material and covered with sheet iron. The concrete floor on which the ovens set is 13 in. (33 cm:) thick. A recess about 5 in. (13 cm.) deep was cut in the floor to provide room for the heating units. Channels and plates supported. on I beams serve as' supports for the trucks and racks. The ventilating system consists of a Sirroco No. 1 ½ fan, connected so as to draw air from the top of the-oven or from the room, through damper C, and to deliver it either to the bottom of the oven or to the floor; the delivery is controlled by the vane A. The fan and pipes are covered with ¼ n. (6.3 mm.) asbestos cement lagging.

Jan 4, 1922

By P. Somasundaran, T. Chen, Diptabhas Sarkar

We have developed a layer-by-layer deposition technique for preparation of nanocomposite particles. Using this process, it was possible to make nanocomposites of various oxides with desired local composition and microstructure. The attachment of the shell particles to core particles was achieved using controlled polymer adsorption. Removal of excess polymer was accomplished without detaching the pre-adsorbed polymers by a specific stepwise washing scheme. The inherent chemistry of the process makes it easy to incorporate functional fillers over core particles. The nanosized filler materials will replace the shell particles in the present process and the polymer bridge would be chosen by taking into consideration the respective surface chemistries of various shell and core particles.

Jan 1, 2003

By A. Mosqueda Martinez, L. C. Trytten, R. P. Kofluk, J. J. Budac

The Corefco ammonia leach nickel refinery treats Ni-Co mixed sulphides from the high-pressure acid leaching of Moa Bay nickel laterite. Due to the low iron content of the feed, the ammonia leach process generates a leach residue with ~10% Ni+Co. Since commissioning a leach residue pressure filtration circuit in 2002, this residue has been stockpiled, dried, and sold commercially. For several years, the residue was sold to nickel smelters overseas. In 2014, re-processing of the residue in the high-pressure acid leach was tested. Lab test work was completed showing excellent extraction of the contained nickel and cobalt, and additional beneficial effects in the high-pressure acid leach circuit. A plant test in Moa confirmed the results, and preparation for shipment of the valuable leach residue for re-processing has begun. This paper outlines the test work and results, and some commercial considerations.

Jan 1, 2015

By R. Krentz, P. D. Cordingley

The nickel-cobalt sulphides produced from limonitic laterite ores by Moa Nickel S.A. in Cuba are refined at the Corefco nickel-cobalt refinery in Canada. Major changes to the refining process were required when the Moa sulphide feed, with its unusually high cobalt content, was introduced in the early 1990's. In the period 1994 to 2005 the production capacity of the refinery has increased dramatically to match increases at Moa, and significant process improvements incorporated. The process flowsheet consists of the original ammonia leach process, optimized for cobalt chemistry and overall leaching capacity. Extraction of metal values is followed by the unique nickel-cobalt separation technology, in which most of the cobalt is separated from the ammoniacal nickel sulphate leach solution by precipitation as a nickel-cobalt hexammine salt. This salt is refined from a Co:Ni ratio of 1:1 to over 10,000:1 by selectively leaching nickel, redissolution and recrystallization in ammonium sulphate solution. Nickel and cobalt are recovered using the well-known Sherritt hydrogen reduction technology. This paper reviews the chemistry described above, examines some of the changes in operating conditions made over the years and highlights some of the recent physical changes made to the refinery.

Jan 1, 2005

By J. Budac, J. Dennett, D. Mayne, P. Nawrocki

"The Nickel/Cobalt operation in Fort Saskatchewan, Alberta has successfully used an oxidative ammonia leach process to refine a variety of feeds into high quality nickel and cobalt products for over 60 years. Fundamental changes to the refining process were made when the major feed was converted from nickel concentrate to cobalt rich mixed sulphides in the early 1990s. Since the early 1990s, the production capacity of the refinery has expanded to match increases in both mixed sulphides and other feeds. In addition to increasing the production capacity of the refinery, other changes have been required in order to improve the operability and reliability of the refinery as well as to deal with increasingly stringent safety and environmental requirements. This paper describes recent changes at the refinery including changes to the flow sheet, improvements in unit operations, incorporation of new feeds, management of byproducts, and control of impurities.INTRODUCTION The Cobalt Refinery Company (Corefco) plant in Fort Saskatchewan processes nickel-cobalt mixed sulphide intermediate produced at the lateritic nickel mine and high-pressure acid leach (HPAL) facility in Moa Bay, Cuba. Both operations are jointly owned and operated by Sherritt International and General Niquel of Cuba. The mixed sulphide, along with other feed materials, is processed at the Fort Saskatchewan refinery using a pressure ammonia leach-hydrogen reduction process to produce nickel and cobalt metal. This refinery was originally constructed in 1954 to treat nickel concentrate from Sherritt’s Lynn Lake mine in Manitoba. (Benson and Colvin, 1964; Boldt and Queneau, 1967; Forward, 1953; Forward and Mackiw, 1955; Kerfoot, 1989) From the mid-1970s until the early-1990s, the facility operated as an independent refinery, treating nickel-bearing feeds from around the world. The flowsheet was changed in 1992 to address the increased cobalt content of the feed. (Cordingley and Krentz, 2005; Kerfoot and Cordingley, 1997) The flowsheet was adapted further in 2009 to improve cobalt speciation in the leach process, which allows better cobalt-nickel separation. The 2009 iteration is shown in Figure 1. Three ammonia leach stages were used to ensure high recoveries of nickel and cobalt. Underflow solids from the final leach stage contained mainly iron oxides. One of the features of the leach process is the innovative recycling of ammonia. Ammonia vented from the leach process in tail gas and from atmospheric tanks is recovered and recycled into the refinery using water based scrubbers and a high pressure distillation process. Indeed, roughly 250 t NH3/d is recovered as distillate and recycled back into the process. Also, air enriched with ammonia which is vented from the later first stage autoclaves is recycled to the lead first stage autoclaves to maximize oxygen and ammonia utilization."

Jan 1, 2017

By Shibu John

The COREX® process is beside the FINEX® technology the only industrially realized alternative to the blast furnace route for the production of hot metal. Changes in the raw material sector in respect of decrease in quality, strictly enforced environmental laws and positive operation results of COREX® reference plants make it worth to carefully re-evaluate the COREX® technology in comparison with the traditional blast furnace technology. Integrated Plant concepts based on COREX® offer solutions for future challenges of the iron- and steelmaking industry, which include: economical hot metal production; efficient and highly economic export gas utilization (power generation, DRI production, syngas production for chemical products); lower raw material cost, higher raw material availability; environmental friendly high grade steel production. The economic evaluation of different COREX® gas based plant concepts in comparison with the traditional blast furnace route shows that the COREX® technology is highly competitive in the challenging iron and steel producing environment.

Aug 17, 2017

Messrs B. R. Braekman and D. W. Penman have notified some errors in the Addendum that was attached to their paper, 'The Prieska experience: Flotation developments in copper-zinc separation', which was published in the August issue of this Journal (vol. 91, no. 8, pp. 264-265).

Jan 1, 1991

By J. Gonzales, C. Chávez

Este estudio se basa en un probable nuevo descubrimiento de un yacimiento de Au, en las rocas del volcánico Llallahui (Grupo Tacaza – Terciario Medio a Superior), que podría estar ligado a la ocurrencia de yacimientos epitermales de Au del sur del Perú. Se trata de un yacimiento epitermal de baja sulfuración, emplazado en autobrechas y tobas donde mediente los análisis químicos de los muestreos realizados se determinó valores de leyes en Au 0,10g/TM a 0,81g/TM, estimandose recursos inferidos de 70MT @0,10-0,80 g/t de Au, lo cual convierten en un prospecto de gran potencial.

May 1, 2008

By N. Simpson

Low carbon 11.5% chromium stainless steels are finding increasing use in industry as square or rectangular tubing material for the construction of structures by welding. During processing, resistively welded circular pipes are bent into square or rectangular shapes. During this process longitudinal cracks can sometimes develop atone of the inner corners of the section. An investigation has shown that the processing of round into square tubing with very sharp corners can cause excessive cold working at the inner corners of the squared tube. This, together with the high tensile residual stresses and a susceptible microstructure due to the presence of grain boundary carbides, can result in brittle cleavage cracking. Measures that can be used to reduce the problem are described.

Jan 1, 2003

South Australia was founded as late as 1836, forty- eight years after New South Wales, yet within five years had announced the first discovery of metals in Australia. Throughout the 1840s the mining of silver-lead, then copper, spread north through the Mount Lofty and Flinders Ranges creating a thriving industry, years before the discovery of gold in the eastern colonies in 1851. The first significant mine was Kapunda (1842), followed by the much bigger Burra (1845) and other copper finds at Tungkillo, Worthing, Cal- lington, and North Rhine.

Jan 1, 1987

By S. Haggarty

"Wholly owned by Corona Corporation, the Nickel Plate Mine is an open pit, gold mining operation located near Hedley, 50 km west of Penticton, in Southern British Columbia.Milling capacity is 3,400 SDT /Day with an average feed grade of 0.080 Oz Au/Ton. Gold processing involves three stage grinding including tertiary pebble milling, two stage cyanide leaching and filtering and Merrill-Crowe zinc precipitation.A summary of process improvements required to increase milling capacity above the initial design tonnage of 2, 700 SDT /Day are described -Installation of a 42"" x 65"" Allis Chalmers Gyratory crusher replacing a 42"" x 48"" Traylor jaw crusher.Installation of polyurethane screen panels replacing woven wire cloths on an 8' x 20 ft triple deck screen.Installation of a hopper clarifier to reduce filtrate turbidity.Automated control of solution balancing and effluent treatment circuits.INTRODUCTIONThis paper describes mining and milling practices at the Nickel Plate Mine and details post start-up process modifications which were required to attain design tonnage.Wholly owned by Corona Corporation, the Nickel Plate Mine is an open pit, gold mining operation located near Hedley, 50 km west of Penticton, in Southern British Columbia.Mining capacity from the open pit is approximately 32,000 TPD with an average waste/ore ratio of 8.4:1.Milling capacity is 3,400 SOT/Day, above initial design tonnage of 2,700 SOT/Day. Feed grade averages 0.08 Oz Au per ton yielding 85,000 troy ounces of gold per year."

Jan 1, 1991

By Rayner J. G, Leckie J. F, Moorehead C. F

The Coronation Hill gold-platinum-palladium prospect is located in the valley of the South Alligator River (latitude 13'35'S, longitude 132'36'E), about 80 kilometres east of Pine Creek in the Northern Territory. Coronation Hill was one of thirteen sites in the South Alligator Valley at which uranium was mined between 1955 and 1964 after initial discovery by the Bureau of Mineral Resources in 1953. Most of the mines were operated by United Uranium No Liability. The Sleisbeck mine 25 kilometres south of Coronation Hill was operated by North Australian Uranium Corporation and the group of mines at Rockhole about 20 kilometres to the north-west of Coronation Hill was operated by South Alligator Uranium No Liability. The uranium mine at Coronation Hill produced about 26000 tonnes of ore averaging 2.6 kg/t U308 with an estimated average gold grade of 10.4 g/ gold. Gold was commonly associated with the uranium mineralisation and was recovered at the gravity treatment plant at El Sherana. Gold was also recovered in 1986 by Pacific Gold Mines Limited by treating the tailings from the Moline and Rockhole uranium leach plants at a CIP plant at Moline. With the completion of uranium contracts in 1964 mining in the South Alligator Valley ceased. Exploration for uranium continued in the area during the 1960s and 1970s with no success. The Coronation Hill Joint Venture (BHP Gold Mines Limited 45 per cent, Pioneer Minerals (Gold) Pry Ltd 45 per cent, Notgold Limited 10 per cent)carried out the first exploration specifically targetted at gold in 1984 with the drilling of five vertical drill holes which indicated high potential for a substantial gold resource at Coronation Hill with no associated uranium. The Joint Venture has sub- sequently drilled about 25000 metres of diamond drill holes at Coronation Hill alone. Analytical results from 1985 drilling established that platinum and palladium were associated with gold. An indicated resource of 3.49Mt at 5.12g/t Au, 0.21g/t Pt and 0.56g/t Pd has been calculated using a lg/t Au cut off.

Jan 1, 1991

By M. J. Brodie

"The decision to proceed with mine decommissioning, generally involves a number of complex and independent factors. These factors, including potential for re-opening, legal requirements, contingent liability, asset depreciation, due diligence, and public relations are discussed in the context of the financial implications on a net-present- value basis. It is concluded that the decision to delay mine decommissioning is commonly not in the best financial interests of the mine operator. Some measures to reduce decommissioning costs and expedite the process are presented.IntroductionThe primary audience for this paper is mining executives, although it should be of interest to all professionals involved in the planning and carrying out of mine decommissioning. Historically, mines were abandoned, not decommissioned. Then, as decommissioning became required, it was assumed that salvage revenue would pay for decommissioning. During the I980s, it became apparent that mine decommissioning costs would exceed salvage revenue for nearly all sites, and that a substantial net cost for decommissioning would be realized for some sites. Throughout this period, the approach to decommissioning has evolved through the sequential addition of measures to meet the increasing regulatory burden. This has resulted in a process in which the elements of decommissioning may not be optimized with respect to each other for the most favourable net present value to the corporation. Additional considerations which are not specific to mine decommissioning, such as environmental policy, due diligence and public relations, may now come to bear on the decision-making process.This paper addresses the issue of mine decommissioning as a three-step process. The first step involves identification and evaluation of all of the issues that relate to mine closure, the most importantof which is the potential for re-opening of a mine. Assuming that it is decided that a mine is unlikely to re-open, the second step is to determine when to carry out the decommissioning work. This aspect is examined through a net present value (NPV) approach. Finally, details regarding who does the work and how the various tasks are divided up must be resolved.Every mine is a unique concentration of minerals at some specific location, hence the development, operation and closure of a given mine must be regarded as a special case. Superimposed on the site-specific considerations are the size, history and financial status of the associated corporation."

Jan 1, 1995

By Edward C. Dowling

Dilbert, management mumbo-jumbo, and human resource buzzwords aside, this paper defines corporate culture and why it is important to understand it. The sum of company experience, both good and bad, defines the way people work together. This integration of experience outlines the expected behaviors, or culture, in an organization. Given the competitive pressures inherent to our industry, the dizzying ongoing industry restructuring, and the recognition that behaviors drive effectiveness, the appreciation of an organization's culture is a prerequisite to meaningful improvement, particularly for those organizations undergoing growth, acquisitions, or mergers.

Jan 1, 2001

By Brian W. Mackenzie

The mineral exploration environment has observable economic characteristics, the assessment of which provides guidelines for exploration planning in the mining company. The long-term survival of the mining company is directly dependent on successful exploration. Exploration planning contributes to successful exploration through the development of exploration strategies. The objective of exploration planning is to select exploration environments which will enable the mining company to realize best possible profit and corporate risk conditions. Thus, the formulation of exploration strategies is based on profit and corporate risk criteria. Strategic considerations include the selection of commodities as exploration targets, geographic concentration of exploration effort, the realization of acceptable survival conditions, and the structuring of an exploration programme to optimize the economic benefits of the exploration investment process.

Jan 1, 2014

By James S. E

Financial risk of environmental problems is the key to many important business decisions within the mining industry. Massive uncertainty makes it difficult to choose a strategy for managing environmental problems to reduce corporate financial exposure to environmental impairment. A correct and practical method exists to clarify the risks and help make decisions. A case study on an insurance problem illustrates the method.The approach used is to translate existing data on environmental problems into probabilistic expressions of financial risk, and organise the expressions to reveal alternative solution strategies for the insurance problem.

Jan 1, 1993

In the late-1990s, and into the 2000s, many industries, including the mining industry, have seen significant transaction activity by way of acquisitions, floats, joint ventures and major capital projects. The fundamental financial trends are two-fold. First and foremost, a high level of transaction activity within the industry and secondly, the recently introduced requirement for corporate governance standards, have placed increasing pressure on the directors of mining companies. This paper will deal with specifically corporate governance implications of any large capital investment transaction and the associated impact on the mining industry. To provide the framework for this paper, I have looked at a number of recent transactions as well as corporate governance recommendations from the ASX and the HIH Royal Commission.

Jan 1, 2003

By Blain CF

For all mineral resource-based companies, it is important to reach the right balance of investment between acquisition and exploration to allow the best chance of achieving long-term corporate goals. The Broken Hill Proprietary Company Limited (BHP) provides an excellent example of success from generative exploration and supports the belief that exploration can be justified, not only in terms of investment criteria, but also because it is essential to a company wishing to build a dynamic profitable growth path based on world-class deposits as cheaply as possible. BHP was incorporated in 1885 to mine a lead/zinc/silver discovery at Broken Hill. The Company has since gone through a steel development phase (1911-1965) and is now in a major phase of growth partly based on exploration success. This third phase was marked by decisions taken in the 1950's to search actively for mineral and energy resources above and beyond the requirements of the steel industry. The commercial successes of this period have been Bass Strait oil and gas, Groote Eylandt manganese, Deepdale iron ore, Gregory coal and Carnilya East nickel. In total at least 22 new resource discoveries have been made in the last 25 years, of which 11 have been developed and several are undergoing feasibility studies. A financial analysis shows that the real value of the returns seeded by discovery covers the real exploration cost many times over. Moreover, the major discoveries have had a spectacular impact on the growth and development of the Company. BHP's present exploration effort is directed towards geological targets which most frequently meet attractive financial criteria and also promote diversification from steel-related earnings.

Jan 1, 1986

By V. Budinsky

In recent years the global mining industry has addressed its social and environmental responsibilities and numerous factors have contributed to this. Corporate Social Responsibility (CSR) is an important part of mining company strategy for practical implementation of the goals of sustainability, transparency, accountablity and good relationships with stakeholders:- investors, employees and communities. A key stakeholder for all mining companies is the local community which is affected by the mining operations. Companies must identify the emerging social and environmental trends, study the interests and concerns of various communities, address their needs and maintain a positive relationship. The CSR programmes of Czech coal mining companies are focused on surrounding community initiatives and sustainable responsible business. Mining in the Czech Republic is subject to strict rules and regulations and supervised by the State Mining Authority. Mining projects undergo rigorous approval procedures which encompass all operational measures at the different planning levels ? such as public participation in the authorisation process for mining projects, the application of the Environmental Impact Assessment Directive, environmental sustainability programmes, innovative solutions and flexible options offered by the mining company. One very important part is the preparation of the mining-technology preconditions and developing the integrated planning process in which all socially and politically relevant subjects in the mining operation surroundings are included. In an in-depth debate, all stakeholders may jointly develop the concept, in accordance with democratic principles. The optimally conducted dialogue process needs broad communication bases, including setting up theme-related joint taskforces, together with good moderation and the highly qualified support of technical experts. Using a case study of Severoceske doly a.s. Chomutov (SD Company) and the Czech Coal Group ? Czech leaders in the extraction of brown coal, this paper aims to examine the community development approaches and the CSR effectiveness of large scale mining companies. This paper brings a review of CSR and other such voluntary initiatives in the mining industry's proactive steps to contribute to societal well-being in a meaningful way. Key studies are provided by the projects ? Region with Better Perspective?, ?Stop Dust for Healthy Brezno Village?, ?Clever Heads for the North? and ?Coal Safari?. CSR issues are managed throughout all stages of the mine operation and beyond, long after the mine closes (e.g. post-closure programmes of new landscape, alternatives for reclamation including generation of lakes in former surface mines, conceptualization of industrial heritage). Communities need to be given the opportunity to help themselves through participation in CSR projects rather than being recipients of financial gifts from the company. A fair balancing of interests is the basis of any successful cooperation.

Aug 1, 2013