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"IntroductionIn the 1970s, environmental concerns and associated liabilities were a new and unknown aspect of corporate risk. Today, social concerns and the associated conflicts that they can generate constitute a rapidly expanding aspect of risk. Although not a new phenomena — the Bougainville copper mine was forced into closure in 1988 — social risk has emerged as considerably more important, and increasingly visible, in the last few years. Social risk is now an aspect of all mining activities which needs to be calculated into project assessments, and to be managed throughout the life of a project. While social risk has a number of aspects at the corporate level, such as company image and shareholder relations, at the level of the individual project, its primary component is social acceptability, and the principal tool for managing it is the Social Licence to Operate.Social Risk in Latin AmericaThroughout Latin America there are newly modernized mineral codes and economic systems introduced over the last ten years which, together with new environmental legislation, look very much like regulations in developed countries. To the corporations, the existence of these instruments means that the risks from the environmental issues associated with the project are known; they are legislated, defined, quantifiable and hence manageable.It seems ironic that, just when comprehensive regulations for the environmental management of mining have been put in place throughout Latin America, there arise an increasing number of challenges to mining activities. For, in spite of the apparent guarantees provided by these new legislative reforms, communities in Latin America today are more frequently standing up and taking exception to the presence of mining companies, or the ways in which the companies are conducting themselves. The viability of projects becomes threatened because they are considered socially unacceptable, a phenomenon that we describe as social risk. These challenges are less about opposing mining activities than many people would think. Rather, they are based on an increasing desire on the part of the local population to have some measure of control over their own future, and to participate in the development process from the earliest stages."

Jan 1, 2000

By Fuzail Siddiqui

"The SIDMIN program aims at filling the mineral processor’s need to know the deportment of ‘minerals of interest’ not just ‘elements of interest’ that pass through the processing plants. Generally, chemistry is used as a tool of routine monitoring on site. Mineralogy, which is relatively much slower, is used more as a tool of research and post mortem investigations and these services are usually provided by a distant facility. The SIDMIN program enables site management to receive chemical and quantitative mineralogical reports on their critical samples daily, simultaneously and affordably.The author developed the SIDMIN program at ZCCM Nchanga Division where it continues to be a powerful tool for monitoring the efficiency of operations. Outlines are given of procedures for quick sample preparation and quantification of significant minerals in process samples. A specimen report is presented, which shows the format of reporting the contributions of individual minerals to metal losses at critical stages of the circuit. It is shown that SIDMIN provides timely information to management, about trends and abrupt changes in the quality of ore, and its processing, in a way never achievable by chemical analyses alone. This greatly helps in resolving the age-old problem of ‘bad ore’ or ‘bad operations’ on a day-by-day basis. For example increase in copper mica in the feed indicates excessive ore dilution during mining. Increased loss of free sulphides was traced to insufficient reagent conditioning time at the Concentrator. Persistent losses of leachable oxides at the Tailings Leach Plant were traced to inadequate leach residence time.SIDMIN is affordable because it can be implemented using basic optical microscopes, minimal quantities of micro-chemical reagents and custom trained site staff who demonstrate good colour perception and an ability to follow laid down procedures consistently."

Jan 1, 2000

By G S. B Karunatillake

Following a pre-feasibility study, Mount Isa Mines commenced a feasibility study on the deposit of the George Fisher Mine in May 1997. Board approval was granted in May 1998 to construct a 2.5 million tonne per annum mine and to upgrade existing concentrator and smelter facilities. The world-class George Fisher zinc-lead-silver deposit is located approximately 22 kilometres north of the city of Mount Isa, in north-west Queensland and is 2.6 kilometres north of the existing Hilton Mine. It will be a large-scale underground mine, sustaining a profitable zinc-lead-silver business in Mount Isa for at least ten years. This paper will outline the details of the mine that was developed during the feasibility and design phase. It will include a description of the mining methods, ventilation, fill, ore handling, services and infrastructure. The utilisation of existing assets and the development of innovative ideas were essential to the successful economic development of the George Fisher Mine.

Jan 1, 2000

By Michel Rodrigue, Sylvain Duchesne, Louis Racine

"LocationThe Louvicourt mine is located 20 km east of Val d'Or in Abitibi, in the northwest part of the province of Quebec. The mine is located on Highway 117 connecting Val d'Or to Montreal and very close to the main railway networkHistoryFive successive exploration attempts by Aur Resources resulted in the discovery of the large Louvicourt orebody in June 1989. Construction of the surface and underground infrastructures commenced in the spring of 1991. Milling operations commenced in July 1994. The entire project cost CDN$290 million, almost CDN$20 million less than initially estimated. The concentrator infrastructure cost CDN$64 million.Louvicourt mine is owned in partnership by Novicourt Inc. (45%), Teck Corporation (25%), and Aur Resources Inc., the administrator (30%).Brief DescriptionLouvicourt mine is the largest producer of base metals (Cu and Zn) in Abitibi-Temiscamingue. Its average daily production is nearly 4300 t of ore, for an annual production of 200 000 t of copper concentrate (28% Cu) and 33 000 t of zinc concentrate (57% Zn). After only a few weeks of operation, it had attained its objectives for the most part, and operations continue to be improved."

Jan 1, 2000

By Ed Labelle, Terry Overton, Gary Bell

"LocationThe Miller Minerals lime and limestone production facility is located in the Temiskaming district of Ontario at Hailey bury on the west shore of Lake Temiskaming. Located less than 300 km from Sudbury, Timmins, Rouyn-Noranda and Val d'Or, the plant is very well situated to market products to the mining, pulp and paper, and environmental industries. Being located a few kilometres from the Trans-Canada Highway and the Ontario Northland Railway adds to transportation efficiencies.ProductsAt Miller Minerals, two principal products in various sizes are produced, which are limestone (CaC03) and quicklime (CaO).HistoryProduction of limestone products began in 1979 at this quarry site. During the 1980s, limestone products were marketed to a variety of applications for mining, forestry, environmental and agriculture applications. In 1990, the production of quicklime products began, following the commissioning of an Italian-designed vertical shaft calcining plant. During the 1990s, both quicklime and limestone products were produced to meet the customers' demands.From the quarry's conception until 1992, the operation was owned and operated by Dymond Clay Products. In 1992, it was purchased by Miller Paving Ltd. of Markham, Ontario, and became a key part of the company's industrial minerals sector of business. Other Miller interests include dolomite, cement, paving materials and waste management."

Jan 1, 2000

I am honoured to be given the opportunity to share with you my thoughts on what will be the essential characteristics of æThe Mining Company for the 21st CenturyÆ. For me the 21st century is all about globalisation and the challenges and the opportunities that globalisation presents for the mining industry. To play on the global stage the successful mining companies must develop profiles that are global in: their operations diversity, their partnership relationships diversity, their customer relationships diversity, their workforce diversity, and their shareholder diversity. In my view æbigÆ will count in the 21st century, but big overlaid with quality: quality assets, quality people, quality partners, quality customer relationships, and quality image and reputation. Last year, Rio TintoÆs Leon Davis said when he addressed the Minerals Council of AustraliaÆs annual conference that Australian resource companies that wish to become global operators must develop an unequivocal international identity that will make that company a known and trusted quality wherever it seeks to do business. He went on to say that structuring and operating a business in a way that consistently manifests the qualities that inspire respect and evoke confidence is vital. I absolutely concur with what Leon said. Unfortunately, the fact is that, as we stand at the beginning of the 21st century, our industry and many of our companies are no better accepted by the world community than was the case five, ten, 15 or even 20 years ago. In fact, in some cases, the warmth of the acceptance may have subsided. To some extent the demonstrations that we saw recently in Seattle and Davos reflect a growing distrust, disquiet and cynicism in our communities. Here, however, I see an opportunity. While on the one hand the mood of disquiet presents many challenges, it also provides those of us who are willing to get out on the front foot in addressing the issues, and engaging in the dialogue, with a very significant opportunity to create a major competitive advantage. It provides the opportunity to earn respect and the opportunity to develop a reputation as a company that is sought as a joint venture partner and a company that is welcomed by governments and communities. Importantly, also, people will seek employment with such a company and will invest in such a company. The challenge is to change the way we behave and the way we are perceived by all the key stakeholders. Many of our industryÆs traditional skills are now commodities à many can be à and are out-sourced. The new critical skill for the 21st century à the real competitive advantage à will come from creating a real and genuine understanding of our role and what we stand for. Everything we do should demonstrate not only sound business principles, but also an understanding of the political, social, cultural and environmental impacts of our activities - at an international and a local level. This concept isnÆt new - but for large companies such as BHP, where we operate in more than 20 countries with diverse cultures, languages and religions - it requires enormous energy and dedication. It is complex. It is difficult. But I believe it is absolutely fundamental to our future.

Jan 1, 2000

By L. K. Daneshmend

Key issues in managing information systems in the minerals industry will likely continue to be those relating to the integration and interoperability of disparate systems. This paper argues that, in order to harness the promised benefits of information technologies, the mining industry should adopt a set of open systems standards to define data formats and protocols for seamless data exchange. This is in direct contrast to the present situation where mining equipment, software and instrument suppliers rigidly adhere to proprietary standards for fear of losing competitive advantage. Benefits to the mining sector resulting from the adoption of such standards would be: the provision of near-time data for executive decision support, and the freedom to choose best technologies. The principal benefits to the leading mining software suppliers will be increased market share as a result of “captive sites” converting to open systems standards. Examples are given of open systems standards developed for related industries such as the Petroleum Open Systems Corporation (POSC) and the Machinery Information Management Open Systems Alliance (MIMOSA).

Jan 1, 2000

By P Bourke, S Ronkainen

Since the early days of flotation, process technicians have known that the speed at which the froth is recovered over the lip of the cell has a very direct and consistent influence on the grade and recovery of the circuit. No plant would deny that, even to this day, one of the most important aspects of a process technicianÆs job is ensuring that the froth is moving at a desired and controlled speed over the lip. Unfortunately, process technicians cannot watch the froth throughout the entire shift, as there are always other problems to attend to. A considerable amount of work has thus been done to develop a æsystemÆ that automatically measures the speed of the froth. This measurement would then be used in simple controllers to emulate the steps taken by the process technician in correcting deviations of the froth speed from its desired level. Many of the earlier attempts to measure speed were ineffective, as they were unable to cope with turbulence on the froth surface. The FrothMasterÖ instrument makes use of machine vision technologies to measure the speed of the froth over the lip of a cell at a very high sampling rate. This instrument produces an extremely reliable and accurate measurement of the froth speed (as well as other parameters such as bubble size and froth stability). As we will show, the effectiveness of the speed measurement in controlling the performance of the plant is a testimony to its reliability. Three FrothMasterÖ units have recently been installed on the Cadia Hills Gold Mine in New South Wales (Australia). The objectives of this installation were:to control the mass-recovery of two Tank Cells in series on the same level where differences in the hydrostatic head between the two cells result in the cells pulling inconsistently with respect to each other; control of the concentrate grade (per cent copper) from the first rougher; reduction in the frother consumption in the rougher circuit by monitoring the froth speed. A simple controller was designed to react to disturbances in the same way that human operators react. This was done after consultation with the metallurgists and the process technicians at Cadia. The controller had two functions: Stabilisation: The stabilising controller made use of three manipulated variables (level, frother addition rate and aeration rate) to control the froth speed to a setpoint. Optimisation: The optimising controller adjusted the froth speed setpoint based on deviations of the grade (measured in real-time by the OSA) from a setpoint. The plant metallurgist adjusted the grade setpoint based on information about the ore. The results from a 21-day trial have shown the following:The ratio of concentrate mass-recovery between two cells in series on the same level has been successfully balanced, thereby overcoming problems due to differences in hydrostatic heads. It is possible to control the speed of the froth, in mm/s, to within five per cent of its setpoint using the aforementioned manipulated variables. It has also been shown that, for reliable control, it is necessary to control more than just one variable (eg level or air). The grade of the first rougher concentrate has been controlled to within 0.3 per cent of the grade setpoint for long periods of time, which has important implications for the circuit recovery. The frother consumption has been reduced significantly. This paper will thus show that substantial progress has been made to demonstrate the value of using on-line froth speed measurements in flotation plant control to obtain real financial benefits.

Jan 1, 2000

By BRETTMANN TRACY

Jan 1, 2000

By Norihisa Iida, Yutaka Koshiba, Tsutoipu Masui

"Mitsubishi Materials has many years of experience in the production of oxygen free copper (OFC) and its alloys with a fully continuous-casting process. Four grades of OFC, commercial, electronic, superconductor, and ASTM class I are available according to user needs such as stabilizer for superconductivity, magnetron, and ultra-vacuum systems. Along with Cu-Ag and CuSn, we offer OFC based copper alloys such ·as Cu-Cr-Zr, Cu-Fe-P, Cu-Ni-Si and others, that are suitable for lead frame and connectors. Within the maximum sizes of 260mm X 1050mm for cakes and 385mm diameter for billets, we are very flexible and can adjust the ingot size to customer’s requirements. Other products that we can supply are semi-finished products such as hot rolled sheet, ·forged blank, extruded rod and finished products like mold for continuous casting of steel, ring mold for non-ferrous casting and backing plate for sputtering target.IntroductionMitsubishi Materials Corporation developed mass produced high quality oxygen free copper and. high copper alloy ingots in the 1960's. We produce 60,000 - 70,000 tons annually giving us 22 - 23% share of the world's market.Our oxygen free copper and. copper alloys are produced with a fully continuous casting process using only high-grade copper cathodes from our Naoshima and Onahama refineries. The raw material is melted and cast in' a carefully controlled atmosphere resulting in a product with low impurities and excellent properties.Using a controlled atmosphere it is possible to produce high quality copper alloys including active elements like chromium (Cr), zirconium (Zr), titanium (Ti), and magnesium (Mg) which are difficult to produce using standard batch casting methods.Using our own cakes and ·billets we produce and supply worldwide wrought materials like molds for ferrous and non-femous casting. These products receive special patented thermo-mechanical· treatments resulting in high strength and excellent conductivity with low cost."

Jan 1, 2000

Waihi Gold Mining Company Limited, a wholly owned subsidiary of Normandy Mining Limited, operates the Martha gold mine, located in the township of Waihi, New Zealand. The operation, an unincorporated joint venture, comprises Normandy Mining Limited (67.070/0) and Otter Gold Mines (32.94%). Since gold was first discovered at Waihi in 1878, it has formed a key part of the region's economy. In 1909 the Waihi mine was described in a report to Parliament as æthe most important gold mine in Australasia and one of the greatest in the world.Æ That was a record year for production, with 416,813 tons of ore mined and some 1,120 men employed. Today the mine produces up to 1,250,000 tonnes of ore annually, and the project employs some 234 men and women. In 1999 the value of the gold and silver produced ($59 million) made up 47% of Waihi's estimated GDP. Waihi Gold has made significant contributions to the Waihi economy, community and the Hauraki region as a whole. Since the mine was re-opened in 1987, thousands of local people have benefited from the mine. In 1999, consents were granted allowing an extension to the mine life (the Extended Project) and this will result in a further seven years of economic benefits resulting from mining activity. The Company has undertaken extensive consultation throughout project planning, construction, operations and rehabilitation. Ongoing liaison and involvement with all community sectors, including Tangata Whenua and Iwi, local residents, recreational groups and schools remains an integral part of the operation. Throughout the life of the modern Martha Mine, the Company has actively supported the local community in the form of donations, sponsorships, the provision of amenities, and by participating in community events. A well established environmental team exists at the site. Environmental and community performance is measured by an independent five-assessment process, and the Company is committed to achieving excellence through ongoing improvement programmes and staff awareness. When the mine is closed, the open pit area will be transformed into a recreational lake, and the tailings storage facilities will be rehabilitated to become a combination of wetlands, grassed areas and ponds. Resources will be provided by the Mine to ensure the rehabilitated site remains in a safe and self-sustaining, stable condition in perpetuity. The mine is regarded as a showcase on a world standard of how a modem mining operation can successfully coexist with the nearby community.

Jan 1, 2000

By D. L. Stevens

Following an in-depth scenario and strategic-planning exercise in 1997, Noranda's mine production goal was set at 500 kt/a (550,000 stpy) of both copper and zinc metal in five years. There had been no recent discoveries, reserves were shrinking and things had to be done differently and quickly. Change is now continual in Noranda's program. The following steps were taken: the exploration and business development groups were combined, teams were formed to search for and respond to opportunity; geologists were coached to become more business minded and engineers were coached to become more optimistic; the company went global; clear thresholds were set, marginal properties were farmed out and other properties were fast tracked; reconnaissance exploration was focussed where there was a clear competitive advantage; and Noranda became a "flexible" partner to juniors and seniors. Is it working? A number of successes, near successes and outright failures are discussed. The main result is a much higher rate of opportunity flux, which is essential for success in the mining industry.

Jan 1, 2000

By N. D. Schupp

The Doe Run Company's Herculaneum, Missouri lead smelter has existed in continuous operation since 1892. Throughout the history of the plant extensive developments have been made to improve throughput, increase productivity, decrease operational costs and improve technology, while remaining an environmentally responsible producer of high quality primary lead in the international market. This paper provides an overview of the Herculaneum smelter, focusing on the most recent configuration of the operations. The paper includes discussion on all the aspects of primary lead production at the Herculaneum smelter.

Jan 1, 2000

By Moenster J. A., M. J. Sankovitch

Doe Run's Buick Smelter was converted from a primary lead smelter to a secondary lead smelter in 1991. The recycling facility was designed to produce 60,000 tons of refined lead per year from 110,000 tons of spent starting-lighting-ignition (SLI) batteries and 10,000 tons of lead contained in drosses and scrap. Since commissioning, Buick's refined lead output has steadily increased to exceed 120,000 tons for 1999. The production gains have been the result of continuous process improvements, empowerment of the workforee, and development of additional scrap lead streams. The production gains were accomplished while setting industry standards for employee safety, reducing plant environmental emissions and employee blood leads, achieving ISO 9002 certification, and expanding product lines to meet customer requirements. This paper highlights Buick's major accomplishments through the 1990's.

Jan 1, 2000

By E. T. de Groot, D. L. Verhelst

With the successful start-up of Cominco's new KIVCET smelter, the final key component is now in place for Trail Operations to operate efficiently as a modern integrated zinc-lead facility. Unique metallurgical, operational, planning and management issues apply to this operation. Along with presenting the current flowsheet for Trail Operations, this paper discusses issues such as the impact of recycles, operational re-stabilization following significant process changes, plant operation with just-in-time inventories, real-time process optimization, and management philosophy.

Jan 1, 2000

By R Brake

The Enterprise Mine (EM) is located at Mount Isa and is wholly owned by Mount Isa Mines Limited (MIM). This high-grade copper mine extends from about 1000 m below surface to almost 2000 m below surface. A recent $400 million upgrade has taken the operation from a production rate of 1.3 Mtpa to a capacity of 3.5 Mtpa. The effects of high surface ambient temperatures in summer, combined with the depth of the mine and high virgin rock temperatures results in heat stress in the working place that, without intervention, would exceed the levels that human physiology can withstand. It would also result in significant decreases in productivity and high accident rates even where work is possible. Moreover, with a very hot and deep mine, the needs of æegressÆ and entrapment of workers during a mine emergency must be carefully considered. Enterprise Mine has taken a æsystems approachÆ to the issue of working productively, healthily and safely in heat. This involves setting limits of thermal stress for workers, understanding productivity decrements when working in heat, establishing productive and healthy environmental targets, developing engineering solutions to meet these targets, creating a well-educated workforce with respect to working in heat and then developing health protocols to ensure workersÆ health is protected. Refrigeration must be added to the mine to provide acceptable and productive conditions underground. By the time the mine is commissioned in 2000, Enterprise mine will have an installed refrigeration capacity of in excess of 40 MW(R). The ventilation engineering principles proven over many years at the other Isa underground mines are tailored to æfloodingÆ the mine with air to remove the heat, which is the main contaminant. This principle will not work at the Enterprise Mine, for reasons discussed below. With the underlying ventilation principle no longer satisfactory, a complete review of the entire ventilation principles and engineering solutions was required for the Enterprise Mine.

Jan 1, 2000

By Tim O’Neil

Nearly 4,800 mining professionals and exhibitors occupying 580 booths attended the 2000 SME Annual Meeting and Exhibit, Feb. 28-March 1, in Salt Lake City, UT. The technical program included80 sessions and four specialty symposia: bulk material handling, control 2000, minor elements 2000 and plant operaters. Meeting highlights included the keynote session. Executive shared their perspectives on pivotal issues and approaches to address the challenges of the new millennium. SME has begun planning for its 2001 Annual Meeting, Feb. 26-28, in Denver, CO. The meeting carries the theme “2001 — A Mining Odyssey.” A call for papers has been issued and exhibit space is 80% reserved. For information, visit SME’s website, www.sme-net.org. Or write Box 625002, Littleton, CO 80162-5002,ph 800 763 3132 or 303 973 9550, fax 303 979 3461, or email meetings@smenet.org.

Jan 1, 2000

By Chris Twigge

The paper point out development and successful commercial introduction of new technologies into a metalurgicall. The discussion that follows examines the overall issues of implementation from a management perspectiva and will highlight areas where key success factors are often overlooked. The framework presented is structured around the following key themes: The prime incentive for introducing new technologies is broadly one of economics, the implementation of new technologies is, to a large degree, a process of risk management and although the implementation of new technologies revolves around technical and economic issues, in the end the decisiva factor is people. Proper recognition of the human factors is critical to success. In this sense, the above principles are discussed in the sections that follow and include a number of examples to illustrate how technology can be successfully implementad and how it can fail.

Oct 6, 1999

By J. B. Greenwood

The paper point out some reasons why contract mining should not achieve the same success in Latin America as it has in Australia. In this sense, any reasons are: the size of operation, mining industry employees bonus scheme, the privatization of nationalized mining assets, general sales tax and the mining unions. Therefore, great deal depends on the attitude or "mindset" of a company's employees. lt is strongly my view that the attitude with which a contractor approaches a job will give rise to a superior mindset amongst its employees when comparad to those from most mining companies. The value of this cultural difference is significant and should never be underestimated. lmportantly, it doesnot only manifest itself in a more productive workplace: it is invariably the case in Australia that the safety achievements of contract miners are superior to those generally expected from the mining industry at large.

Oct 6, 1999

By Nicholas Kyriazi

A performance comparison of 14 rescue breathing apparatus was undertaken as an assessment of past and present worldwide technology. Rescue breathing apparatus are self-contained, closed-circuit breathing apparatus used for entry into areas having atmospheres that are immediately dangerous to life and health. Apparatus tested were the Biomarine BioPak 45, 60, and 240; the Draeger BG 4 and BG-174A; the Litton LITPAC II; the MSA Custom 4500 II Air Mask, Chemox, and McCaa; the Sabre Selected Elevated Flow Apparatus (SEFA); the Scott Rescue-Pak; the Siebe Gorman Aerorlox and Proto Ten; and the SurvivairLP-120. The apparatus were tested on an automated breathing and metabolic simulator at the Pittsburgh Research Laboratory of the National Institute for Occupational Safety and Health (NIOSH). Physiological parameters monitored during the testing were average inhaled CO2 and O2, minimum inhaled CO2, inhaled wet-and dry-bulb temperatures, and peak inhalation and exhalation breathing pressures. The metabolic demand on the apparatus was 1.35 L O2/min for most of the test with two 5-min intervals of 2.5 L O2/min, the first beginning 10 min into the test and the second beginning 10 min before the end of the rated duration of the apparatus. Results presented include apparatus service life and test-averages of monitored physiological parameters. Schematic drawings and photographs of the apparatus are also included. The Draeger BG-174A and BG 4 had the highest durations—295 and 291 min, respectively. The BG 4 hadthe lowest minimum inhaled CO2 levels, attesting to the effectiveness of its CO2-absorbent canister. The SabreSEFA had the lowest average inhaled CO2 levels, due mostly to the apparently low-dead-space mask andnose cup. The MSA Air Mask, the only open-circuit device tested, had the lowest wet- and dry-bulb temperatures, with the liquid-O2-source Siebe Gorman Aerorlox having the next lowest temperatures. The only apparatus with a CO2-absorbent not in a packed-bed design, the BG-174A, had the lowest exhalation pressures. The BG 4 had the highest level of positive pressure, with the Biomarine BioPak 60, Survivair LP-120, SEFA, and Litton LITPAC II nearly as high. The BG 4 had the lowest pressure swing, with the SEFA a close second.

Jan 10, 1999