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By Willem Le Roux

The common law requires an employer to take reasonable steps for the safety of employees. In general, the duty of care means that the employer, acting personally or through its employees or agents, must take reasonable care for the safety of its employees (Van Deventer v Workmen?s Compensation Commissioner; 1962 (4) SA 28 T; Oosthuizen v Homegas (Pty) Ltd 1992 (3) SA 463 T).The duty of care includes the provision of safe premises, safe machinery and tools and a safe system of work. The obligation is not an absolute one, but is restricted by the concept of reasonableness. The common law duty may, in certain cases, include the assessment of hazards and risks. 2 International law Great emphasis has been placed in the Western world on the prevention of occupational diseases and injuries. Detailed statutes and regulations govern specific industries in many countries. See, e.g. the Control of Substances Hazardous to Health Regulations of the United Kingdom and various regulations applicable to the use of asbestos and lead, fire protection, mines and quarries, petroleum, etc. Risk management is an important part of managing health and safety. In the United Kingdom, the Management of Health and Safety at Work Regulations, 1999, require every employer to make a ?suitable and sufficient assessment of the risks to health and safety of his employees to which they are exposed whilst they are at work?. The particularity of the assessment is determined by the risk in question.

Jan 1, 2011

Two examples of risk assessment and risk management in action are discussed. The first is in a management context in relation to Kingsgate Consolidated LtdÆs Chatree operation in Thailand. Kingsgate has conducted an over-riding risk management program to assess and manage risk across its complete business from the Sydney and Bangkok offices through to the Chatree Mine and the companyÆs exploration group. This example addresses how Kingsgate has applied risk management, particularly to the process operation, and the benefits that have been gained. The second is in an operational context in relation to Minara Resources LtdÆs Murrin Murrin operation in Western Australia. The subject is the methodology and outcomes of a risk assessment across the Murrin Murrin operation specifically to identify and assess risks with potential impacts from $1 M to $7 M. This section of the paper then shows how the outcomes of the risk assessment were integrated into MinaraÆs strategic plan to debottleneck the plant and increase nickel production.

Jan 1, 2004

By Sebastian Fischer, Rolf Katzenbach, Steffen Leppla

"The risk management in the case of liquefaction is one of the most serious and also difficult issues in geotechnical engineering because failure caused by liquefaction is always a sudden failure without ahead indication. For that reason ground improvement technologies for the prevention of liquefaction are necessary. The paper explains the responsible and effective risk management. Methods for the risk management and stabilizing the soil sustainably are described in detail.1. INTRODUCTIONDue to population growing more and more settlement area is needed, which is often including improper regions (e.g. mountain and coast regions) with raised risk of various kinds of disasters. But also in densely populated areas the risk of disasters like landslides can occur. One reason for the raising of risk in densely populated regions can be the opencast mining for raw material production. An essential element of the opencast mining is the loose deposition of the removed overburden, the so-called “overburden dump”. When an opencast mining is running out of the raw material, an opencast hollow remains in landscape. The slope areas of these hollows mostly consist of loose bedded material of the overburden dump. Due to the end of groundwater conservation these loose bedded slope areas are flooded. In consequence the slopes are in extreme danger of becoming liquefied. The result of a liquefaction in these slopes will unavoidably be a slope slide. Such a slope slide can extend up to several hundred meters into the landscape and can move several million cubic meters of material. An upsetting example for such a landslide is the slope failure in the German city of Nachterstedt on July, 18th 2009, which made necessitate remedial measures and also prevention works for the further utilisation of the region. The phenomena of liquefaction is not limited of slopes in series of opencast mining. Especially in regions with a highly appearance of earthquakes the phenomena of liquefaction is well known.2. RISK MANAGEMENTAn essential part for the stability assessment of slope systems is the investigation of sensitivity against liquefaction. In the case of given sensitivity against liquefaction there is no calculation method according to soil mechanics to determine the factor of safety against slope failure. Just for the case that sensitivity against liquefaction is not met, a comparison of the load (effect) E and the resistance R which is the traditional verification of stability against slope failure, can be calculated (Figure 1)."

Jan 1, 2015

"A long-term mine production schedule optimization based on stochastic integer programming is presented that manages the risk due to geological variability and uncertainty while jointly considering mine profitability, truck fleet requirements and waste management. The evolution of the pit is controlled so that space within the mined-out pit is continuously provided to allow for tailings and waste rock to be replaced, thus minimizing the project’s environmental footprint. The method is applied at a taconite iron ore deposit and has a project net present value that is 16.9 percent higher than that of a conventional schedule and has a higher chance of meeting production forecasts. The stochastic schedule reduces equipment requirements by delaying waste mining and by mining selectively in order to meet plant ore feed requirements without stockpiling material, resulting in 23.7 and 26.2 percent lower mining capital and operating costs, respectively. IntroductionThe LabMag iron ore deposit is part of the Millennium Iron Range, a 210-km (130-mile) belt of taconite in northern Quebec and Labrador, Canada. LabMag has significant economic potential. It contains more than 3.3 Gt (3.6 billion st) of proven reserves at an average total iron content of 29.8 percent and is very low in impurities. However, on a project basis of 23 Mt/a (25 million stpy) of product, the required capital expenditure is estimated at more than $5 billion (SNC-Lavalin, 2014), which necessitates careful evaluation of all sources of risk. Resource estimation is one of the main sources of risk in a mining project as knowledge of the orebody is primarily based on drilling, which is often sparse because it is expensive. If the expected ore tonnages and qualities are not obtained when mining, the project cash flows are directly affected. The expected quantities and qualities of ore and waste are defined by the mine production schedule, which specifies the sequence of extraction and is dependent on the resource estimation. The goal of mine production scheduling is thus to maximize the expected profit, while also meeting all production targets and constraints, by creating an extraction schedule that is robust in the face of geological risk and has the highest chance possible of actually being realized."

Jan 10, 2017

The mining industry in common with the rest of Australian industry is in the critical situation of facing a rapidly diminishing insurance market. Huge industrial complexes and massive mining risks with limits of liability of millions upon millions of dollars are becoming increasingly difficult to insure. Insurance underwriters are still reeling from the financial shocks of cyclones, floods and fires in Australia over the past couple of years. Risk Management which calls for manage- ment involvement in the control of losses offers a serious challenge to miners, industrialists and insurance underwriters alike. Without it the insurance market could disappear altogether.

Jan 1, 1975

What Discounted Cash Flow Analysis can do for you: ?Provide an accurate financial analysis of a project for the first 25 to 30 years of operations ?Identify cash flow requirements ?Identify relative sensitivity of the project to the various input parameters ?Place a value on the resource in place after 30 years of operations ?Correct for errors in input parameters

May 1, 2010

By T Ireland, S Eratne, W Newns, P Spies

The approach to risk management during the procurement of major projects often has a significant outcome on the ultimate delivery of a project. The NZ$1.4 B Waterview Connection project is the largest and most complex project yet undertaken by the New Zealand Transport Agency (NZTA) and the procurement process for an alliance contract was refined to provide compliance with the International Tunnel Insurance Group (ITIG) Code of Practice for Risk Management of Tunnel Works (TCoP). The principle of shared risk within an alliance incentivises a common understanding of project risks prior to finalising the alliance agreement and therefore enables superior risk management through design, construction and beyond. Risk management practices need to be instigated well in advance of commercial phases, so that commercial competition does not lead to a significant elevation of project risk. In particular the practice of gaining commercial advantage by taking on a potentially unmanageable level of risk is one of the outcomes to be avoided by the TCoP.During the procurement phase the NZTA placed high value on design and construction mitigation measures proposed in order to address ground risks, as is appropriate for a major tunnel project. In order to achieve alignment on the level of geotechnical risks an Alliance Geotechnical Baseline Report (AGBR) process was developed.This paper describes the measures taken during the procurement process to achieve certainty with respect to outcomes and minimise project risks whilst also achieving value for money. Refinements to the procurement process to ensure compliance with the TCoP prepared by the International Tunnel Insurance Group (ITIG) are described along with the AGBR process applied as part of a suite of measures to achieve a successful procurement outcome.CITATION:Ireland, T, Spies, P, Eratne, S and Newns, W, 2014. Risk management and use of a geotechnical baseline report for a competitive alliance procurement?process, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 553–562 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By F. Musuka, D. Jenkins, A. Keyes

BHP Olympic Dam operates a Direct-to-Blister copper flash smelting Furnace (DBF) and an Electric Slag Cleaning Furnace (ESCF). Tapping blister copper from these furnaces via tapholes is a routine task carried out by trained personnel. Blister tapping is a high-risk activity with personnel operating in close proximity to molten metal. BHP’s risk management framework has identified taphole integrity as key to managing the potential for loss of molten metal containment and molten metal – water steam explosion, both of which have the potential to cause multiple fatalities. As part of the focus on managing this risk, since 2017, a dedicated Taphole Development Team has been embedded in the operation to run an accelerated improvement program focused on safely and sustainably embedding an improved taphole design with greater integrity. The program of works includes selecting and testing of new materials as well as improving operating discipline by collaborating with tapping personnel to convert their knowledge into codified condition monitoring and operating strategies. Computational fluid dynamics (CFD) is being used to derive critical risk controls, and to develop live-alerts to infer excessive refractory insert wear. To date, improving DBF blister taphole mudgun clay has led to more consistent drilling depths and subsequently reduced oxygen lancing requirements, resulting in improvements in taphole insert service life. On the ESCF, insert performance testing and development of a new taphole condition monitoring strategy, is being used to increase taphole insert tonnages to more sustainable levels. Operations personnel have been closely involved in different phases of the change management, this has led to standardization of tapping practices for both furnaces, and improved ownership of the proposed changes. The paper discusses the maturity in taphole integrity risk management as a result of recent and ongoing developments. It then provides an overview of future taphole developments proposed at Olympic Dam. INTRODUCTION Tapping operations at Olympic Dam and learning from significant events The Direct-to-Blister furnace (DBF) at Olympic Dam was built with a conventional design blister taphole, which was designed for manual oxygen lancing and clay stopper bar plugging tapping operations (Campbell, 2005). Manual tapping is a high-risk activity, where personnel work in close proximity to molten metal, and molten metal personal protective clothing and equipment must be used. Opening tapholes by oxygen lancing is a skilled activity and unintentional damage to the taphole inserts can occur. Since 2008, a Mudgun and Drill unit has been developed and trialled and is now in use on the DBF blister tapholes, to remove personnel from the line of fire when opening and closing tapholes. This has the additional benefit of reducing lancing damage to taphole inserts. A new taphole design labelled the Modular Blister Taphole (MBTH) was developed at Olympic Dam for the Mudgun and Drill operation. The intent of the design was for mudgun clay to fill the entire tapping channel when plugging after a tap. The drill would then drill through this clay plug to open the taphole.

Jan 1, 2019

By Sandy Worden

Coal mining companies in Australia are managing the high-consequence risks across their operations more effectively by using an interactive online risk management system known as Riskgate Developed by the Minerals Industry Safety and Health Centre (MISHC) at the University of Queensland, Australia, Riskgate contains detailed information about 11 high-consequence risk areas (called topics in the system) for opencut and underground coal mines (Table 1). The existing topics are: fires; strata control for underground mining; ground control for opencut mining; tires; isolation; collisions; explosions and explosives; manual tasks; and trips, slips and falls. Every Riskgate topic is focused on coal industry activities (mining, processing, transport and storage). The scope includes mine sites, lease areas and mine infrastructure (mobile, fixed plant, field equipment, buildings, road and rail transport), and all aspects of the mine life cycle from design through to decommissioning. The topics uniformly recognize that a loss of control can result in injury or fatality, equipment damage, production loss, reputation loss and environmental damage. However, the priority focus for Riskgate is the safety of mine personnel.

Jul 1, 2013

By Dave Paul

Dam rehabilitation involves a range of design, construction, and operation risks, some of which are not encountered in new dam construction. These risks can have significant impact on project schedule and project budget. Owners, engineers, and contractors need to understand these risks. Existing dams typically were designed in an era of design and construction standards that have been upgraded and changed. Modern standards will impact the construction approach taken and involve understanding the earlier standards. Knowledge of historical standards/practices as well as current design standards and construction methods is valuable for developing and designing rehabilitation components. Construction records and as-built drawings are valuable when they are available. Rehabilitation projects often consist of older projects where as-built documents or construction records are not available. Where these records exist, many (most) times, they do not fully reflect the current conditions within the dam and appurtenant works. leading experienced practitioners to “expect surprises” both during investigation of the existing facility, as well as during construction. “Surprises” should be expected even when historical records of investigations, design and construction are available. Unknowns, be they known unknowns or unknown unknowns, can be planned for by developing an approach for the design and construction process to identify potential issues/problems, or at least alert the designer and contractor of potential issues. A Risk-Based approach applied for the entire life of the rehabilitation project can be used to alert the parties of potential “surprises” and provide direction for mitigating issues as they arise. This type of approach is particularly effective when the process includes senior practitioners with decades of design and construction experience in all aspects of dams. Minimizing impacts created by “surprises”, particularly during construction, can result in an improved project meeting budget and schedule goals and design standards. This paper identifies and categorizes risk types salient to dam construction, reviews the process of risk identification and analysis, discusses guidelines for risk allocation, reviews strategies to mitigate risks, presents several case studies where risk mitigation strategies were employed successfully (or unsuccessfully), and presents lessons learned. The paper concludes with a summary and recommendations for best practices for Project Risk Management and mitigation that can be used by: Owners; Design Engineers; and Construction Managers, in planning, design, pre-construction and construction phases of dam related projects.

By R J. Everett

The mining industry is beginning to adopt quality systems based on the requirements of International Standards for quality assurance, such as the ISO 9000 series. Indications from similar industries are that considerable benefits are to be had from their adoption. This paper describes the use of the International Standard ISO 9001 for quality assurance within BUKA Minerals Limited. This provided guidance for the development of a clear statement providing agreement on the processes to be followed and the outputs required when dealing with outside service providers. Discussion focuses on the interaction with BUKAÆs consultants and contractors during the specification stage, resulting from the application of quality assurance techniques. Risk analysis was used to identify and manage the risks associated with the companyÆs contract for geotechnical and mine design services and the tender for a mine development program of work during the feasibility stage of the project. Setting acceptance controls for the deliverables from such contracts is traditionally fraught with difficulty. BUKA used Failure Mode and Effect Analysis for exposing underlying risks that were not effectively being countered. The briefs were reviewed and additional controls were developed to manage the risk. These controls have provided clearer instructions to the consultants and contractors, indicated audit points for the company and defined the deliverables. There exists within the company, and among its outside service providers, a clearer understanding of what is to be achieved and how it will be measured. The process has imparted considerable confidence to both parties on how the work will proceed and what outputs are to be provided. Some discussion is provided on how quality principles are being applied throughout industry and commerce, generally, and how they may apply to the mining industry. The paper argues that, far from being an appendix to the tendering process, Risk Management should be a mandatory step integrated into the definitions of the work.

Jan 1, 1998

By A Querzoli, B Williams

In late 2014 the Flinders Power Management Team was executing business improvement plans to ensure continued electricity generation until 2028 and beyond. Six months later, in June 2015, the Board announced the closure of the Flinders Power South Australian business, including the Leigh Creek Coal Mine, the Northern and Playford Power Stations located at Port Augusta and the 250km railway line. The announcement was preceded by a brief period of internal planning. A date was soon set for ceasing coal mining operations, being November 2015. The mine is unique in many ways. Located approximately 550km north of Adelaide the site has over 100 years of history and was formerly operated by the South Australian Government. Privatisation in 2000 saw the mine continue operation under Perpetual Leases from the South Australian Government. The leases included exemptions from multiple sections of the Mining Act 1971, obliging primary regulation under the Mines and Works Inspection Act 1920. The coal, being a low rank sub-bituminous brown coal, is prone to self-heating and spontaneous combustion. The mine and company town Leigh Creek were the economic and cultural heartbeat of the community. Facilities at the mine were shared by the community and vice versa. While many mines across Australia and the world enter periods of care and maintenance, few have been actively closed to the point of relinquishment (Bennett and Lacy, 2016). A swift decision to close, followed by a short mining operations shutdown period, presented significant technical and regulatory challenges for both the mine operator and for Regulators. The subsequent joint risk mapping process employed by Flinders Power and South Australian Mining Regulators was a unique real-world example of collaborative mine closure planning and execution. Lessons learnt are valuable for all mines, production facilities and for Regulators, even for those who may wrongly assume that closure is many years away. CITATION:Williams, B and Querzoli, A, 2018. Risk management for minesite closure planning and execution – start now! Lessons from the closure of the Leigh Creek Coalfield, South Australia, in Proceedings Life-of-Mine 2018, pp 68–72 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By S. E. Younis

The mining industry is currently looking to better understand, anticipate, and be able to mitigate business and operational risks in order to deliver the rewards of risk taking, and to minimize the frequency and impact of risk on the downside. Assessing risk works from the premise that the identification and management of existing risks can be very challenging, especially when threats are not easy to detect, the likelihood of occurrence is difficult to gauge, and/or the consequences are uncertain. Some approach this as a ?check the box? task, even though fire and safety incidents continue to occur and investigations often find the hazard analyses did not properly identify the cause or consequence. You cannot engineer protective designs and safeguards for causes and consequences that have not been identified appropriately. For the mining industry, risk management is an important tool for making critical decisions and, in some cases, meeting regulatory requirements. Providing high-quality documentation that meets both regulatory and corporate requirements is critical for maintaining safe, uninterrupted mining operations. Risk management is a five-part process: 1. Identify the hazards and their causes, 2. Determine the hazard consequences, 3. Calculate the frequency of occurrence, 4. Quantify the risk associated with the system, process, or procedure, and 5. Provide feasible solutions for the risks

Jan 1, 2012

By T Atkinson, A Cobb, R AJIington

Risk management is concerned with the whole spectrum of financial, geological, engineering, legal, governmental, social and occasionally ethnic issues, concerned with mining projects. The inherent risks in mining operations are well publicised, but new issues and hazards arrive on the scene and lake precedence, but the older risks still remain, while insurance cover may not he ‘full cover’ in the future. It has long been recognised that quantitative approaches to risk analysis can play a major role, but although these methods are capable of considerable theoretical precision, the lack of sound risk input data and experienced personnel limits the usefulness of theoretical analysis. It can, however, greatly assist in comparing cases, in identifying areas of risk and help in the investment decision process. Its major contribution to a mining project is that it imposes an investigative discipline that also assists in improving the quantitative approach to risk analysis and hence risk management. Risk analysis and risk management also requires sound common sense and major inputs from experienced geologists, mining, mechanical, electrical and mineral processing engineers. The Engineering Council, in 1992, issued a ten point code of professional practice entitled ‘Engineers and Risk Issues’ (The Engineering Council. 1992), covering our professional responsibilities, the law, our conduct, the need for a systematic approach to risk issues, the use of professional judgement, communications, risk management, evaluation of risk, our professional development in this field and the encouragement of public awareness of risk issues. This is a specific area of training perhaps long neglected by our industry and academic institutions (Atkinson. 1983).

Jan 5, 1996

By Andy Thompson, Frank Perrone

"As part of the Metropolitan Transportation Authority’s $10.5bn East Side Access Project in New York, 3,200 m of tunnel had to be constructed in rock, mix face and soft ground conditions beneath one of the largest passenger railroad junctions in North America, handling over 780 trains per day. The use of risk based decision making tools was essential in developing the bespoke contract framework that was adopted as well as making informed decisions once excavation commenced. This paper will outline the risk management process adopted, discuss the risks and mitigation strategies adopted and comment on the impacts of this approach on the as built Project cost and schedule. In particular, the paper will outline the unique approach used to establish the baseline against which the Contractors performance would be measured as the selection of a Slurry TBM to excavate the tunnels was considered to compromise the effective use of a Geotechnical Baseline Report. BACKGROUND AND CHALLENGES Contract CQ031, Queens bored Tunnels and Structures was awarded in September 2009 to a joint venture of Granite Northeast/Traylor Brothers/Frontier Kemper (GTF JV) for $717.6m following a negotiated procurement process. A robust approach was taken with regard to the management and payment for risks associated with the construction of these tunnels. Risk assessments were carried out during the design phase and a risk register was developed prior to procurement. During the procurement phase close attention was paid to ensuring that the allocation and pricing of known risks, together with mechanisms for managing future risks were clearly defined between the MTA and GTF JV.In comparison to the excavation work in Manhattan, which was performed in competent hard Manhattan schist, the tunnels in Queens were excavated predominantly through soft ground with a high water table and complex environmental conditions. Not only did this require the use of pressurized face TBM technology, a first in New York, but also a re-evaluation of the contractual mechanisms used to manage the hard rock excavation contracts for their appropriateness to the soft ground tunnel work."

Jan 1, 2016

By Emily Rose

The concept of risk management is applied to multiple aspects of the mining lifecycle including safety, mine design, business plan—anything that affects getting the ore to the mill for production. However, risk management is not a topic that can readily be taught in universities. Many situations require knowledge gained from experience to know how this impacts current and future operations. Recent graduates, who must develop and apply decisions based on geotechnical monitoring, likely have not developed “operational experience” and may not be aware of options and typical applications. Thorough resources that explain different monitoring systems, and when and how to implement them, are available for geotechnical professionals. Accessibility to this information can often cause information overload, leaving one unsure of where to start, without knowing where to start. This paper is intended to serve as a high-level overview of development practices, levels of risk, and risk tolerance for entry-level geotechnical and mining professionals who do not come from a geotechnical background. Summarized detail on typical monitoring practices, types of instrumentation, and how to communicate what the data indicates to key stakeholders are provided.

Feb 22, 2026

By J T. Patterson

The mining, quarrying and construction industries are often blamed for causing damage to residential-type structures when explosives are used. The claim experience for blasting vibration damage has been poor. This coverage is excluded from the Comprehensive General Liability (CGL) policy. To obtain this coverage, the policyholder must meet additional criteria and an additional premium must be paid. The risk management process offers the explosives user a technique for minimizing the risk of complaints and vibration damage claims on his insurance program and his cash flow. Case histories indicate that the vibration damage claims expense may be a lower risk than the risk of interference with production and cash flow. An annotated bibliography on risk management and defense of vibration damage claims is provided.

Jan 1, 1978

By Iain G. Bruce

The need to improve supply reliability while improving our environmental record during the past half decade of low metal prices has required the mining industry to prioritise expenditures. Quantitative Risk Assessments using third party reviewers and specialist risk management teams have assisted in identifying hazards that can both disrupt supply and impact the receiving environment. Graphical displays using risk ellipses can simplify the presentation of the results in a Probability-Consequence (PC) graph. Development of risk acceptability envelopes using readily available financial data superimposed onto the same PC space assists management to prioritise their risks and focus on risk reduction measures. Development of this system and examples of the successful implementation of the system from several recent projects are described.

May 1, 2003

The mining industry has indeed gone global. International minerals producers are spending big money to move into countries that were off limits a few years ago. Due mostly to political reasons, these countries' huge mineral deposits - worth billions of dollars - were locked up and mining companies could only sit on the side and wonder "what if." Now much of the world is going the free market route. Once closed countries and developing nations are rewriting their mining and tax laws hoping to attract foreign investment to develop their natural resources. And big businesses - mining companies included - are lining up to get their share. But with new opportunities come new risks. While emerging nations are slowly accepting the free market concept and the privatization that goes along with it, many remain plagued with political instability and violence. Even developed nations carry their unique risks. Some of these include inadequate or contradictory legal and regulatory infrastructures, political patronage and outright corruption. So companies hoping to expand into new regions of the world must do more than examine the market. They must study the political stability and structure of a country, as well as its tax and environmental laws. And they must guarantee the safety of their employees. Control Risks Group is an international management consulting company that assists companies preparing to move into a new country. It employs about 225 people in 14 offices throughout the world. Control Risks personnel include lawyers, bankers and former law enforcement officers and intelligence people. The company held a one-day seminar in Washington, DC to update some of its clients on the state of affairs in various regions of the world. The seminar also covered extortion, corruption and product diversion. About 175 people attended the seminar. Speakers included Control Risks' operators, analysts and investigators. Here is a summary of what some of those people had to say.

Jan 1, 1998

By A. Moergeli

The Swiss are building the world’s longest tunnel, the 57-Kilometer (35-mile) long Gotthard Base Tunnel. Lot 252, Tunnel Amsteg: Two Hard Rock Tunnel Boring Machines (TBM) crossed hydro-thermally decomposed granite. While the East TBM advanced slowly but steadily, the West one got stuck for five months and had to be recovered by special means and methods. Both TBMs have finished their more than 11-Kilometer (7 miles) long drives successfully. Lot 360, Tunnel Sedrun: For the first time in tunneling, roadway support machines are used through most challenging, squeezing geology. They constantly advance in full face mode for about one Tunnelmeter/24 hours.

Jan 1, 2007