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By M. Kuchta

A linear integer programming (MIP) model to solve the long-and short-term production-scheduling problem for sublevel caving operations is presented. The MIP model is designed as a multi-time-period problem to provide monthly schedules that meet production, blending and sequencing requirements. One of the most important issues during the development of the MIP model was the requirement of sequencing between blocks. In this mathematical model, unique constraints that ensure sequencing of the production from sublevels are developed. A suggested method of handling a large number of variables is also given. The MIP scheduling model was implemented on a data set obtained from the Kiruna Iron Ore Mine located in northern Sweden. The initial MIP model implementation was successful and provided a solution that optimized resource recovery while meeting monthly and yearly production constraints. The scheduling results obtained based on the Kiruna Mine are further presented and discussed.

Jan 1, 2003

By W. Hustrulid

"In recognition of his inspiring dedication to the mining industry through education, research contributions and dissemination of practical knowledge, exceptional leadership and excellence in mining engineering practice and for his lecture, “You can't make a silk purse out of a sow's ear.” Recipient of the 2002 D.C. Jackling Award Introduction It is always difficult to decide on the most appropriate title to give to a paper or talk. It is a particularly difficult decision in the case of the Jackling Lecture, because the title becomes part of the award citation. I hope that the significance of this unusual title will become crystal clear as you read the pages that follow. However, to assist you in this journey, I will provide the following few words of guidance. In making a cake, you need the proper ingredients. If one or more of them are missing, it will not be a cake. In addition, the quality of the cake depends on the quality of the ingredients. In my lecture, the "cake" is the U.S. mining industry of the future. A national perspective President George W. Bush in his State of the Union Address (Bush, 2002) delivered on January 29, 2002, defined three national objectives: •win the war on terrorism, •protect the homeland and •revitalize the economy. Under the heading "revitalize the economy," he indicated the importance of "good jobs" and "energy production" by saying: "Good jobs begin with good schools. Good jobs also depend on reliable and affordable energy. This Congress must act to encourage conservation, promote technology, build infrastructure and it must act to increase energy production at home so America is less dependent on foreign oil." I wish that he would have broadened his focus and stated instead that: "This Congress must act to encourage conservation, promote technology, build infrastructure, and it must act to increase materials production at home so America is less dependent on foreign sources." With regard to jobs, all jobs are not equal. To paraphrase John Reeves of MidContinent Resources (Reeves, 2002): "If our nation is to prosper, we all cannot make a living by doing each other's wash. Some of us, at least, must be actively engaged in the primary production of raw materials from the riches of the earth and other Americans must turn those materials into consumer products." The unfortunate trend in our country has been to neglect the primary production of basic materials, even those coming next in line. We have left those responsibilities to others while we concentrate instead on performing various services, i.e., doing each other's wash and flipping burgers. This cannot continue. It must be remembered, especially by those in leadership positions, that all "jobs" are not created equal. Some jobs are much more essential to the security and wellbeing of our country than others. We must be sure that the important ones are in place. We cannot produce the basic materials that our nation requires without access to those materials. This leads to my Proposition 1: You cannot have a viable mining industry without a clearly enunciated, positive U.S. materials policy. Background regarding U.S. materials policy Resources for freedom. In January 1951, President Truman created the President's Materials Policy Commission, with William S. Paley as chairman. As expressed in the invitation letter from the president to Paley: This commission, within the executive office of the president, is to study the broader and longer-range aspects of the nation's materials problems as distinct from the immediate defense needs. The task of the commission is to make an objective inquiry into all major aspects of the problem of assuring an adequate supply of production materials for our long-range needs and to make recommendations that will assist me in formulating a comprehensive policy on such materials. The commission should study, together with any other aspects deemed by it to be pertinent, such questions relating to production materials as: - the long-range requirements outlook; - the long-range supply outlook; - the prospect and estimated extent of shortages; - the consistency and adequacy of existing government policies, plans and programs; and - the consistency and adequacy of private industry practices.

Jan 1, 2003

By S. T. Murray

The European industrial minerals industry and its markets are largely self-sufficient. The companies who are members of the Industrial Minerals Association (IMA-Europe) number around 150 contributing 5 billion Euros to the EU?s GDP and range in size from global publicly quoted corporations to small family owned private companies. Their means and capability to implement sustainable development vary considerably. However the leading companies provide an excellent set of best practices, which IMA as a trade association with recognised core competencies in the field of sustainable development is ideally placed to promulgate throughout its membership. As an active participant in the EU Voluntary Scheme for SDI reporting IMA is not only working to increase the level of response to the SDI questionnaire but is also developing with its members a new sustainable development charter which its members will voluntarily adopt as a guiding principle for their implementation of sustainable development This work will be a consultative process involving all IMA?s section members as well as other trade associations, NGOs and MEPs. Public awareness of the benefits of minerals and their contribution to sustainable development has been raised by IMA?s awareness campaign now being followed by a more targeted programme aimed at MEPs. Further work in the future will consider product stewardship and life-cycle analysis. IMA is already positioning itself with the help of its members to assimilate the minerals industry of the accession territories in the sustainable development process.

Jan 1, 2003

To improve the ventilation of large-opening under-ground stone mines by using stoppings made from stone left in place. Background Underground stone mines typically use large room-and-pillar openings with little ventilation control. Stone miners may be exposed to contaminants that include silica dust, diesel particulate matter (DPM), exhaust gases, nuisance dust, and face shot (blasting) fume gases. The health risks from breathing these fine particles and toxic organic materials are well documented. Although contaminants such as dust or diesel exhaust can be some-what controlled at the source, the escaping contaminants are often diluted and removed from work areas using ventilation with minimal controls. In many cases, current mine ventilation practices use trial-and-error techniques to improve ventilation. The growing realization of the importance of a healthy work environment along with increased regulations will require many stone mines to implement new ways to improve ventilation. In-place stone stoppings are one option. Mine air flows from one point to another because of a pressure differential between those points. This pressure differential is established using a mechanical fan in conjunction with separations (stoppings) between high-pressure (intake) and low-pressure (return) airways. The separation of intakes and returns is an important concept that is used in most other types of mines. Normally, air moves through underground stone mines with minimal control technology. Fans are placed in locations where they are thought to be most beneficial, and intakes are not separated from returns. In a few smaller underground stone mines, proper ventilation can be achieved with a few strategically placed fans. However, as these mines increase in size, moving adequate quantities of air through-out the mine becomes harder, and separation of intakes and returns becomes a problem. Building traditional mine stoppings to separate the intake and return airways in entries with a cross-section area often exceeding 800 ft2 is difficult. The stoppings must be able to withstand both the dynamic pressure from face shots and the static pressures created by the fans. Construction and maintenance difficulties, as well as high costs, are the main factors preventing these traditional mine stoppings from gaining wide acceptance by the stone mining industry.

Dec 1, 2002

By Corinne Boone

CO2e.com, LLC - launched in November 2000 - aims to be ?the global hub for carbon commerce.? CO2e.com is a subsidiary of the Cantor Fitzgerald Group, one of the world?s leading brokerage firms Recent Investor in CO2e ? Mitsui & Co. Alliance with Cantor Fitzgerald Environmental Brokerage Services Group (CFEBS) Offices in London, Toronto, Tokyo, New York, San Francisco, Los Angeles, Connecticut, Houston Primary Goals/Benefits of ET § Goals of Emissions Trading: ? Permit Industrial Growth/Expansion ? Promote Economic Efficiency and Flexibility in Meeting Air Pollution Standards § Benefits of Emissions Trading: ? Enhance Air Quality w/o Economic Stagnation ? Encourage Development of New Technology ? Foster Most Efficient Use of a Limited Resource -- Clean Air § Contributes to Sustainable Development and objectives of UNFCCC, Kyoto Protocol?.

Nov 1, 2002

By Carl Sonnen

Reading the newspapers, you will know that opposition to ratification on economic grounds always points to the view that action will result in major price increases for energy (to both industry and households) with consequent severe losses of energy production and a loss of competitiveness for energy-intensive producers (i.e., in your kinds of industries). You might think of this as the ?carbon tax? fear, and you should note that many of the initial policy development experiments included variations of this theme. Analysis reported in late 2000 and into early 2002 reported reductions in energy production in the long run of between 10% and 20%. At the upper end of that view, these were the kinds of numbers reported in the Industry Canada study ?leaked? to the Press last week. The consequences of this approach included significantly uneven negative effects for some provinces (e.g., Alberta, but also Saskatchewan and Newfoundland). It had been agreed by the First Ministers of Canada, however, that the policy should not yield those results so development in recent months has focused on eliminating sector and therefore provincial ?sore thumbs?. Although an emissions trading system, which represents this type of approach and directly impacts costs of production, continues to be featured in the new or current policy and is applied to the Minerals Industries among others, it is designed to be implemented in such fashion that the costs are more moderate than before. And because the industries covered by permits are almost all price takers, there is no device for moving an increased price signal forward to ?consumers?. What this does do is even out negative effects among sectors in the economy and for provinces, but at the expense of government financial results.

Nov 1, 2002

By Rick Hyndman

? Context: Ø Global action on climate change ? The situation of trade-exposed industry sectors ? The federal government?s draft plan for industry ? CAPP?s position ? Canadian emissions & Canada?s Kyoto target Simple Economic Theory of Dealing with Externalities ? Put cost on emissions Ø Carbon tax Ø Emission trading with auctioned permits ? GHG costs get reflected in the prices of energy alternatives, goods & services Ø Decisions driven by changes in relative prices ? Switching to lower emission fuels ? More energy efficient ways of producing ? More energy efficient appliances, cars, housing ? Reduced demand for energy intensive goods & services ? Anticipation of higher CO2 price drives low CO2 technology Development

Nov 1, 2002

By Doug Russell

Natsource: At a Glance l 160 employees l Global reach ? New York, Washington, Calgary, Ottawa, Toronto, London, Tokyo l Major Environmental Commodity Broker ? Rated as Top GHG Broker (Environmental Finance Magazine Survey, Dec. 2000 & 2001) ? Leading RECs Broker ? Large Broker of SO2, NOx l Large Energy Broker ? One of Highest Volume Gas Brokers ? Major Electricity Broker Overview l International Market l Implementing the Rate-Based Proposal l Assessment and Management of Risk from GHG Emissions Limitations

Nov 1, 2002

Experience, it is said, is the best teacher. Some experiences, however, should be shared so that no one else will ever have to live through them again. The fire at the Sunshine Mine is one such experience. ?Hard-rock mines don?t burn.? The Sunshine Mine near Kellogg, ID, was the nation?s premier silver producer for many years. In 1972, the mine was nearly 6,000 feet deep, contained hundreds of miles of worked-out areas, and employed nearly 500 people. Because of its depth and the type of host rock for the silver (unburnable quartzite), the general thinking of the day was that fires in mines such as the Sunshine were impossible, because ?hard-rock mines don?t burn.? What wasn?t really considered was that timber supports, foam insulation, and mining equipment do burn and that the carbon monoxide gas produced by burning is far more deadly than fire itself. Thus, no one was prepared when, on May 2, 1972, a fire of un-known origin broke out below the 3100 level of the mine. Before long, 173 miners on the day shift were trapped by thick, black smoke. By the time the fire was out, 91 miners had died, and the Sunshine Mine Fire became known as one of the worst mine disasters of the 20th century. It became the catalyst for passage of the Metal/Nonmetal Health and Safety Act of 1977, which applied the same federal safety standards to hard-rock mines as those regulating coal. Mandated safety training, mine inspections, and equipment standards were brought into force.

Aug 1, 2002

Objective As mines become safer and disasters fewer, a time may come when no employees in the mining industry have any practical experience in managing a mine emergency. To fill an emerging gap in mine emergency response training, a multidisciplinary team of researchers and computer programmers from the NIOSH Pittsburgh Research Laboratory has developed an intervention for mining personnel who would be in leadership positions in the command center during emergencies. It is called MERITS, a computer-based emergency simulation exercise. MERITS is short for "Mine Emergency Response Interactive Training Simulation." It provides trainees an opportunity to gain command center experience during a simulated underground coal mine emergency. MERITS allows trainees to practice information gathering, situation assessment, decision-making, and coordination skills without risk to personnel or property. Individuals representing mine emergency response personnel, various State safety officials, and private mine management from three States have participated in MERITS training. What Is MERITS? MERITS is an extension of previous work that compiled a knowledge base relevant to mine disaster management via interviews, analysis of literature, reviews of past events, and observations of mock mine disasters. Findings from prior research found a need for an alternative method of command center training. This new computer simulation is being used to train emergency command center personnel to effectively manage an underground mine fire. Modeled after training simulations developed for other industries (e.g., to address nuclear accidents, chemical spills, evacuations, etc.), MERITS simulates underground and surface events related to the disaster. It exposes the user to events that typically occur during a mine emergency, such as lack of information and miscommunication. It also presents trainees with issues that must be addressed, such as making provisions for briefing news media and victims' families, ordering needed supplies, interfacing with Government enforcement agencies, and housing mine rescue teams. The outcome of the scenario is determined by the users' decisions and their emergency response plans. Field Results Field testing of MERITS was conducted with eight full-day training sessions at four different locations in Colorado, Pennsylvania, and West Virginia. These field tests benefited from the knowledge and experience of State of Pennsylvania inspection officials, representatives of the United Mine Workers of America(UMWA), and private mine management who served as trainees for the MERITS training sessions. Trainees self-reported an average of20 years of work experience in the mining industry. All trainees had participated in Mine Emergency Response Development (MERD) training exercises, and many had been involved in real mine emergencies. Trainee evaluation of the MERITS program is summarized below: •Twenty-six of the 27 trainees believed that the MERITS simulation helped them know how to prepare for a real emergency. •Twenty-five of the 27 trainees believed that the storyline for the MERITS simulation was either "very realistic" or "realistic." •All 27 trainees believed that the MERITS simulation helped them learn how to better handle a real emergency. •None of the 27 trainees stated that they were bored during the simulation. After the initial field tests, MERITS was refined and retested during training sessions for individuals from State agencies, the UMWA, and private industry. Mining personnel from underground coal and underground stone mines participated and responded positively to the learning experience. Technology Transfer Industry introduction to the MERITS program will occur throughout 2002. MERITS presentations at the Joseph A. Holmes Safety Association National Meeting in Virginia Beach, VA, in June.

Jun 1, 2002

The Environmental Excellence in Exploration (E3) project is driven by the recognition that the minerals industry can only maintain its long term viability by ensuring its continued access to lands to explore for, and develop, new mines. Widespread implementation of sound environmental management practices by the exploration community and improved education and understanding of that by stakeholders will help substantially in accomplishing this, and E3 is designed to meet these needs. Exploration crews are now viewed as ambassadors for the global mining community. Their performance in managing the environmental aspects of an exploration program can demonstrate a commitment on the part of the international mining sector to environmentally responsible exploration and mining. We have all observed that failure to behave responsibly can alienate local residents, encourage anti-mining NGOs and jeopardize development. As the saying goes, ?you don?t get a second chance to make a first impression?, and we want to make a favourable first impression. The E3 project is focused on creating an electronic manual, the e-manual, which will provide rapid access to the most up-to-date information on environmental management practices for minerals exploration globally. The e-manual will reflect current thinking and practices in environmental management. It will be richly illustrated with actual examples that reflect the realities of exploration. It will strive to identify the key environmental issues and concerns that apply to most exploration projects, and identify other sources of relevant information useful to field practice. It is our belief that E3, or something very like it, is central to ensuring that the industry survives the current challenges to its viability. E3 will be a cornerstone of the mining industry?s drive to sustainability simply stated, if we are not permitted to explore for mines, there will be none of them at some point in the relatively near future.

May 1, 2002

By Denis J. Kemp

The 20th Century saw changes in the mining and metallurgical industry not only technically but also in social and environmental expectations. As projects continue to become larger to maintain competitiveness the visibility of their potential impacts raise concerns among many groups. The need for transparency, openness and early engagement of all parties are fundamental to assure success. An equally important task is to anticipate the standards that will be required to meet society?s expectations in the 21st Century. Historical Observations The mining industry of the 18 and 19th Century was dominated by opportunistic Companies and individuals with an entrepreneurial flair for adventure and risk. Those who promoted had the chance of great reward, while those willing to risk their life were assured a short one for their efforts because of the physical and health dangers that abounded. Disregarding conditions miners rewards were high even in those days, with an average Cornish miner known to be earning two pound a month in 1800. Coal and iron ore mines were driven by the needs of the industrial revolution and were the first to embark on larger scale output. Base metal mines were smaller as industrial demands for their use did not start to expand greatly till the late 19th Century. Electrification, the automobile and the 1st World War drove the increased demand for a variety of metals. Early mines were foul smelling and dusty and what was taken from below ground left spoil piles around the surface countryside after recovery of the coal or concentrate. The image of barren blackened hills is one that is easily conjured up and is an environmental legacy that still lives with us today.

May 1, 2002

By Mario A. Morin

Mine design, planning and scheduling is a very complex, iterative process comprising several interrelated and interdependent activities. Understanding how this process works, identifying the critical pieces of information and the decisions to be made is key to initiating business process improvements (BPI) or business process reengineering (BPR) activities. Fundamental to most BPI and BPR work is some form of systems analysis. Structured Analysis is a powerful systems analysis technique that is well suited for modeling and analyzing complex process activities. Through a series of diagrams, this paper presents a vertical slice through the analysis work performed for formally describing the underground hardrock mine design and planning process. These diagrams illustrate how simple graphic constructs can be used to decompose the most complex situations into easily understandable diagrams that facilitate understanding, communication, improvement and reengineering.

May 1, 2002

By Michael R. McPhie

Topics of Discussion 1. The Global Mining Initiative (GMI) and MMSD North America (Brief) 2. Task 2 of MMSD North America ? A Test for Sustainability 3. The Seven Questions and their Application 4. Key Recommendations and Next Steps GMI = Global Mining Initiative Significant international collaborative effort supported by more than 30 of the world?s largest mining/minerals firms which sought to involve all communities of interest. Three major streams of activities: 1. Mining, Minerals and Sustainable Development Project (MMSD) ? 4 regional Process (North America, Southern Africa, South America, Australia) 2. Creation of ICMM (formerly ICME) 3. Major conference in Toronto in May, 2002

May 1, 2002

By Bill Almdal

Today?s presentation ? Role of the Regional Issues Working Group ? What does RIWG do? ? How can RIWG?s work benefit Stakeholders? ? Review of forecasts vs. reality ? How have past investment compared to the reality? ? Risks to future growth ? The growth potential is very high and so are the risks ? Examples of outputs ? Housing needs ? Growth in population ? Tires for large trucks The Regional Issues Working Group ? Our vision ? To provide a proactive process which promotes the responsible, sustainable development of resources within the Regional Municipality of Wood Buffalo for the benefit of all stakeholders ? What we do ? Facilitate planning for growth ? Facilitate effective and efficient resolution of issues ? Involve all of the resource developers and affected stakeholders in planning ? Develop plans for sharing benefits with Aboriginal stakeholders ? Benefits for Stakeholders ? Our forecasts include up-to-date information from all developers ? including information on employment and housing needs ? Our forecasts are the basis of planning for many stakeholders ? and can assist in their development planning

May 1, 2002

By X. (Mike) Yao

Rock mechanics engineers must provide ground support designs that ensure a safe underground working environment. Unexpected falls of ground are unacceptable while ground support systems must be adequate. Ground support must be economic for the area supported and the time frame the opening is in use. While numerical modeling can be used for ground support design, empirical models are still the common useful design tools. Empirical models are best developed and improved from local experiences although some models, such as Stability Graph (Potvin et al, 1992), are in extensive use by the Canadian mining industry. To determine the adequacy of ground support practices at HBMS, a database of 50 fall of ground case histories between 1985 and 2001 was compiled. For each failure, the recorded data included: location, rock type, rock mass conditions, opening and failure geometry, installed ground support and failure mechanism. An analysis of the database was done to obtain an understanding of failure frequency association with rock types, stope geometry and installed ground support, and to assess what support design changes were necessary. The paper describes changes made to ground support and mining practices during the last five years, and the formation of new ground support standards and practices which have been successful in reducing ground falls while providing improved, efficient and economical ground support.

May 1, 2002

Building off the enthusiasm generated by Credit Suisse First Boston on the potential benefits of an industry-wide effort to market gold jewellery, a group of gold producers, led by Randall Oliphant, CEO of Barrick Gold, decides to investigate the long -term impact of launching a significant marketing initiative to stimulate demand for gold jewellery. The group establishes an international Steering Committee representing producers of differing sizes, members and non-members of the World Gold Council. This Committee comprises representatives from AngloGold, Barrick, Gympie Gold, Kinross, Randgold, and Sons of Gwalia and is supported by the Australian Gold Council, the Gold and Silver Institute, and CSFB. The Steering Committee hires McKinsey to assist it by conducting an independent review of whether investment in a large-scale marketing initiative for gold jewellery would be effective in increasing demand for gold, and ultimately of significant economic benefit of the gold industry. Based on McKinsey?s review* and its own discussions with key stakeholders across the industry, the Steering Committee strongly believes the case for marketing is compelling and sufficiently proven to persuade the industry to undertake a major initiative over the next few years. The Steering Committee, supported by McKinsey, conducts briefings with a range of gold producers to share its findings and to understand producers? perspectives on an industry-funded marketing campaign. The Steering Committee is asking for your support to bring this industry-funded marketing campaign to life.

May 1, 2002

By Barbara A. Filas

The IFC goal is to promote private sector investment in developing countries which will reduce poverty and improve people?s lives. The developing country goal is to promote health, education and employment opportunities that improve their economies and their standard of living. The mining company goal is to Promote successful ?triple bottom line? mining projects that will grow shareholder equity

May 1, 2002

By Marcel Vallée

Frequently, costs overruns and defaults in mining project performance result in serious problems and headaches for all project participants and impact on corporate objectives, profits and image and, occasionally, lead to project failure. As mining professional s, we should be very concerned that, in a recent World Bank paper (Weber-Fahr, 2001), geological and technical risks were considered the most important ones facing mining projects. Whenever we manage to reduce or minimize these risks, we are in better position to overcome the environment-, market-, finance- and community-related ones. The causes of this situation seem rather systemic, as a fairly long list of industry problems with new pro jects has been described in industry papers in pas t and recent years. A brief review of industry problems with mining projects will be given first, followed by a review of the basics of the current Quality Management and Continuous Improvement perspectives that have evolved from earlier quality control and quality assurance systems and policies. Particular particular attention will be given to the work of W. E. Deming. As the system approach is an essential part of such policies, it will be described succinctly. Given that poor communications and interactions among geologists, mineral processors and mining engineers/operators ca n seriously affect project efficiency and profitability, these interrelated processes with in the mining systems will be analyzed and modelled and the impacts of such situations will be described through a number of anonymous case histories and examples. A synthesis of Dr Deming's management system, includ ing his Four teen P oints and System of Profound Knowledge, will be prese nted .

May 1, 2002

By Gordon E. Forward

Sustainable development in the mining and metallurgical industrial sectors can be implemented by two distinct groups: 1. The managers and operators of existing facilities ? working with industrial processes and systems that have been operating for many years, in some cases several decades 2. Those who are engineering and building new facilities or upgrades of existing plants. The focus of this paper is to look at approaches and tools available to bring sustainable development thinking and action to these two distinct areas. The paper will discuss: 1. The concept of working with existing facilities and processes to minimize waste and maximize product from a regional raw material/resource consumption perspective using By-product Synergy. The BPS concept has been carried out in Texas (TXI-Chaparral?s STAR Example), in Calgary, Alberta with Suncor assistance, in Montreal, Quebec with Noranda as project leader and currently in Ontario with Dofasco as industry champion. Successful outcomes are presented. 2. A new approach to designing greenfield facilities or upgrades to existing plants using a sustainable development review process. Undertaking the review early in every project can institutionalize the concept of discussing and implementing waste elimination, design for environment, eco-efficiency, risk minimization and community awareness and involvement in the future capital stock. The review process has been developed as an excellent tool for measuring and reporting on a corporation?s sustainable development progress. Examples of how this approach has been adopted in the mining and metallurgical industry, and the resultant outcomes are given.

May 1, 2002