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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

By John Crusius

? 3-year research program overview ? initial results- MainZone pit Waterline pit ? questions raised ? increasingly common in western N. America ? frequently low-pH waters with elevated concentrations of many metals ? water quality controls poorly understood ? some in U.S. are Superfund sites

May 1, 2002

Spatial information Critical to a project since it underpins: ?Discovery of mineral resources ?Orebodydefinition and technical assessment ?Mine design and planning ?Profitability and project value Data ?Single most import asset. ?Good interpretation of quality data underpins project growth and success. TEAMWORK

May 1, 2002

The Project ? $1.4 billion project ? 59,000 tonnes of nickel and cobalt ? Large resource base ? First production end of 2004 The Place ? Half the size of Vancouver Island ? Population 210,000 ? 43% Melanesian, 37% European, 12% other South Pacific groups, 8% other nationalities ? Tourism principal industry ? 1/3 of world?s nickel resources The Politics ? French Overseas Territory ?1998 Noumea Accord: increased local control over domestic policy ? Referendum on independence in 2014 ? Seeking more economic autonomy, less dependence on French support

May 1, 2002

By Stephen B. Cheeseman

The quantity of data available and the rate at which we access such data are rapidly increasing. Electronic data capture systems, fleet management systems and a host of other technological advancements have created a constant stream of real-time, tactical data. However, are we taking advantage of this data? Are we converting data into useful information to aid in efficient decision-making? Mining operations are struggling with ?information overload?, finding it difficult to extract the benefits from vast stores of data. Without the necessary tools to facilitate a data filtering and information reporting process, most operations revert to old practises such as re-entering data into multiple spreadsheet reports. As a result, the ability to make effective use of data still eludes many mining operations. Some operations have taken audacious steps to rectify this situation. The De Beers Venetia mine in South Africa has implemented an integrated mining information technology solution that transforms their data into practical, usable information allowing staff and management to make decisions that improve efficiencies and reduce costs. In the absence of quantitative justification or ROI, De Beers took a risk in implementing change. Today, they are realising the benefits. This paper will unearth the information technology issues that surfaced during the Venetia implementation, then identify the benefits De Beers has obtained from deploying an integrated mining information technology solution at the Venetia mine.

May 1, 2002

By Peter K. Kaiser

Planning and design of deep underground mines involves a process of complex three-dimensional data integration utilizing information from exploration (geology, rock mass characteristics), engineering (mining method, excavation geometry, stress) and operations (time, in the form of sequencing). As new logging and monitoring technologies are being developed, the amount and data complexity becomes overwhelming and decisions are often made based on only a small part of the available data. Recently, Laurentian University opened a state-of-the-art Virtual Reality Laboratory (VRL), a Mining Exploratorium that is unique in the world of mining and offers an exceptional data interpretation environment for mine planning and design. The Mining Exploratorium combines a large format spherical stereoscopic projection system, equipped with high definition projection providing the highest resolution of active stereo in the world today, with advanced features of earth modeling software. Combined, this creates the first virtual reality facility geared specifically to the interpretation of mine geometry, geology, geochemistry, microseismicity, geomechanics and mining data sets. This paper demonstrates how value can be added to the mine planning and design process by utilizing this unique tool in the mining decision-making process via better comprehension of spatial relationships of data and by interpreting the data in a collaborative immersive virtual reality environment.

May 1, 2002

By Hans D. Gougar

To meet an increasing demand for minerals, mining operations are moving to ever more remote regions. The lack of a local energy supply and infrastructure, coupled with social and regulatory demands for lowered environmental impact of mining operations, presents an opportunity for a seemingly unlikely competitor ? a nuclear power plant. The Modular Pebble Bed Reactor concept, currently in various stages of research and development around the world, offers a high degree of reliability and safety with minimal consequences for the local or global environment. The passive safety features of this design eliminate the need for the extensive active safety systems that add significantly to the cost of current water-cooled reactors. With the MPBR, as with all nuclear plants, there are no appreciable quantities of waste products released to the environment during normal operations. In contrast with conventional reactor designs, the MPBR would also remain radiologically safe even under the most severe abnormal circumstances. The key to the design is the fuel element. Enriched uranium microspheres are coated with various layers of pyrolytic carbons and silicon carbide to form a highly-temperature resistant particle that effectively retains all fission products. These particles are mixed with graphite and formed into 6 cm pebbles. A randomly packed vessel of such pebbles forms the reactor core through which helium is circulated as a coolant. Computer models and tests performed on actual pebble bed reactors confirm that fuel failure temperatures are not reached even during the most severe conceivable loss of coolant accident. The reactor drives a gas turbine cycle with resulting efficiencies as high as 48%, comparable to natural gas-fired units. The low price of uranium fuel and low maintenance requirements translates into competitive operating costs. However, high capital costs prevent the MPBR from competing with natural gas in most markets. In remote applications where no fossil supplies are readily available, the playing field is more level. This paper summarizes the features of two of the more promising candidates for remote applications and discusses the strengths of the MPBR from the perspectives of fuel supply and environmental impact.

May 1, 2002

By Ray Collier

MINING TODAY l EXTENSIVE AND EXPENSIVE PERMITTING PROCESSES WITH UNKNOWN RESULTS l GENERAL AND IMPASSIONED RESISTANCE TO RESOURCE BASED INDUSTRY l SOPHISTICATED, ORGANISED, AND WELL FUNDED OPPOSITION l MOST LOCAL GOVERNMENT DOESN?T WANT MINING TODAY?S TALK l FOUR SPECIFIC OPERATIONS ON WHICH OUR EXPERIENCE IS BASED ? SECHELT ? CADMAN ? GRANVILLE ISLAND ? LEHIGH CEMENT DELTA PLANT l OUR APPROACH TO COMMUNITY RELATIONS

May 1, 2002

By Radford B. Langston

Mining Methods Majority of Production Ramp and Fill at Stillwater, Sub-level Becoming More Important Production at East Boulder from Sub-level l Majority JM REEF ROCK TYPES NORITE - plagioclase and bronzite cumulate GABBRONORITE - plagioclase, augite, and bronzite cumulate TROCTOLITE - plagioclase and olivine cumulate ANORTHOSITE - plagioclase cumulate PERIDOTITE - olivine cumulate

May 1, 2002