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By J. Kretschmann, O. Drusche, S. Krause

Mining companies are caught between the growing international relevance of ESG (Environmental, Social and Governance) investments and the need to secure their “social license to operate” by considering the needs of their stakeholders. In the search for sustainable business models, the concept of the circular economy (CE) is gaining momentum among practitioners and scholars, as it enables the creation of shared value and thus strengthens the trust of investors and stakeholder relationships. However, there is a lack of a sectorspecific CE framework providing guidance to decision-makers in evaluating promising activities. A gap, which this contribution aims to address.

Mar 2, 2022

By U. Schoepf

Economic and at the same time environmentally acceptable mining of small vertical ore bodies and veins to great depths has always been a challenge for miners. The Bauer cutter system, widely used in civil engineering, has been further developed for applications in exploration and mining, to a sustainable system for selective mining with a focus on small vertical ore bodies and veins, as well as residual ore in open pit operations. Current situation of conventional mining of small ore bodies and vertical veins Small ore bodies and vertical or near-vertical ore veins often pose a challenge to the mining industry. The relatively small size of the ore deposit over great depths or lengths, with only limited exposure to the surface makes economical mining difficult. Open pit mining of such ore bodies must either be terminated early because of the high stripping ratio and the enormous environmental impact or is unprofitable from the very beginning. The required massive stripping of waste rock leads to high material hauling times and costs, intensive roadway and bench construction and maintenance, possible safety hazards due to heavy vehicle movement, pit wall stability risks, intensive surface water management and massive waste dump requirements. In addition, it can be assumed that increasingly extensive rehabilitation measures will be required in the future after mine closure. Particularly in vertically oriented magmatic and hydrothermal deposits the technical, economic and environmental limits for further pushbacks, to extend the open pit depth, can lead to an early end of mine life even if a significant quantity of residual ore is left behind. Going underground is only a viable option in a limited number of mines with very high ore values and volumes. The high development cost of an underground mine, as well as the higher underground mining costs, often prevent further mining to greater depths.

Feb 1, 2023

By Mark E. Schlesinger

Engineering design follows a six–step sequence. Demonstration of this sequence in materials engineering is less common. A case study is presented, using the 1989 paper by Gafner on the development of 990 gold-titanium alloy. This paper identifies a need, develops the problem, identifies alternatives, demonstrates the use of metallurgical principles to identify alternative responses, and shows how more favorable options are selected. The paper can also be used to illustrate engineering design as an iterative process. The paper is also useful as a starting point for more in-depth examination of specific elements of the design process, and lends itself to the creation of student exercises.

Jan 1, 2014

This report describes the results of a program to design, procure, install, and evaluate a multi-channel underground telephone system of modern design in the Sunshine Silver Mine near Wallace, Idaho. Although the evaluation portion of the program was deleted, this report contains a cost benefit analysis for such a system using estimates of operational data for the Sunshine Mine. The results show a centrally switched telephone system of conventional design with ruggedized phone enclosures and special environmentally sealed dial pads to be the most economical.

Jan 1, 1982

By Edward J. Budill

One of the most dramatic innovations in the materials handling industry has been the development of stacker cranes and automated material handling systems. The stacker crane with its many capabilities and the development of reliable industrial automation controls have combined to produce dramatic achievements in an area once characterized by inefficiency lack of management attention, and capital investment. In many areas of application however, stacker cranes and high rise storage systems have been designed and installed with insufficient thought given to their integration into the overall operations of the plant or distribution facility. This paper will look at some new and interesting breakthroughs in the integration of stacker cranes and high rise storage systems into the total manufacturing plant system. In this paper we will refer to both bridge type stacker cranes and aisle stackers. The bridge type stacker crane was developed first and was initially developed with forks or other handling devices hoisted up and down a rigid or telescopic mast. This mast system was suspended from a trolley mounted on an overhead crane bridge. Today, the primary application of the bridge type stacker is in warehousing systems for handling basic metal products such as coils, bars, sheets and plates. There is no question that the bridge type stacker has achieved notable results in storage and handling of these commodities. However, a new area for stacker crane application has been developing which in many cases over-shadows the accomplishments in the storage area. This is the application of the bridge stacker as an integral part of the manufacturing processes, or in other terms the production applications of stacker cranes. The stacker crane has a number of attributes which makes these applications very important. First, the crane bridge provides the stable platform for the mounting of machinery which can accommodate the hoisting and lateral movement of large capacity loads. Today stacker cranes are being built with capacities of up to 30 - 40 tons. The bridge cranes can easily accomplish accommodation Of these large tonnages. Secondly, the mast system provides a stable platform for the mounting of a wide variety of manipulating devices which can be used for the placement of material into manufacturing processes, the extraction of this material from these processes, and movement to other points in the process area. These attributes combined with excellent operator control and safety have led to development of the stacker crane as a production tool.

Jan 1, 1973

By L. Bos

The availability and reliability of large grinding mills and their Gearless Mill Drives (GMDs) are of paramount importance for the grinding process. Although GMDs have been in service for decades, and are known for their operational efficiency (reliability and robustness with reduced operating cost per ton), compared to conventional drives, in the last decade due to certain reasons some failures led to serious unscheduled shutdowns and significant insurance events. The majority of these notable "insured" failures have happened on GMDs installed on relatively large mills, as the financial impact of a failure is proportional to the through-put of the mill. Despite the occurrences of these events, as mining operations are driven by lower ore grades and the ability to continue reducing operating costs per ton, the trend for having larger mills is still very present and there is no reason why this trend should not continue. It is obvious that if not handled correctly, the possibility of large value GMD loss events, coupled with the continuing increase in mill size or required availability and reliability targets, could potentially lead to major conflicts as it becomes difficult for the insurance companies to judge the risk and hence may result in hesitation to insure these grinding circuits. This paper will not only describe the conflicting situation from both an insurer's perspective and from an equipment supplier's perspective, but also how these conflicting challenges can be successfully mastered. It has to be noted that not only the mining companies themselves, but also their insurance companies and the involved equipment suppliers have a common interest: to reach the highest availability and reliability in order to avoid or at least minimize unscheduled shut down times, and most importantly prevent unplanned events that result in extended production stoppages or reductions in through-put of GMD driven mills. From the very beginning onwards, the complete service concept together with emergency plans must be integrated on every level in the design of the grinding circuit. This approach must be implemented continuously and without compromises by all involved parties during all following stages, such as basic design, detail design, manufacturing, quality inspection and testing, packing, transportation, storage, installation, commissioning, operation and maintenance. The concept of formal risk analysis related to mill operations, maintenance and spare parts strategies must be an integral part of mining companies? decisions related to the selection for installation and continued use of large mills powered by GMDs. The service concept in place for operating mills shall also have a clear focus on very early detection of any abnormalities, so that the risk can be mitigated and unscheduled shutdown times avoided. However, if a major failure occurs, then procedures and tools shall already be available in order to ensure that production impact is minimized.

Jan 1, 2012

By H. A. Zollinger

The Hallmark Distribution Center is one of the most sophisticated material handling and order filling facilities in the world. The 53 million cubic foot facility houses an ultra-modern, computer- monitored distribution complex that handles as many as 1/4 million orders per day. The Distribution Center replaces 16 leased buildings scattered through- out metropolitan Kansas City and, in addition, re-leased 4 floors in mid-town Kansas City needed for creative and administrative expansion. This new facility is the nerve center for distribution of Hallmark products in United States and Latin America. The size and gross numbers of all parts of the system is a significant accomplishment, but the purpose of this paper is to explain the technical advancements in the state-of-the-art of material handling and controls. The system iteself is made up of seven sub-systems including receiving, warehousing, picking rack stocking, towline, order filling, order sorting, and shipping. Significant techniques were used in each of these areas as well as technical advancements in the state-of-the- art. The most significant points are in 4 of the areas and are discussed in this paper.

Jan 1, 1973

By CASSANDRA L. HOEBBEL, Jennica L. Bellanca

High-fidelity, immersive training is known for its learning and logistical benefits. While other industries have used virtual reality (VR) for decades, the same uptake has not been seen in mining. NIOSH recently developed an adaptable, scalable VR training platform, VR Mine Rescue Training (VR-MRT), which has attracted significant industry interest. NIOSH is using VR-MRT to understand the barriers to adoption and implementation of VR. As a part of a larger effort to assess the effectiveness and implementation of VR-MRT, researchers have conducted pre-implementation interviews. In this paper, the authors use feedback from individuals at various implementation levels to assess the acceptability and appropriateness of VR-MRT and identify potential implementation barriers for VR more generally. Researchers also describe ongoing efforts to overcome these barriers as NIOSH works to position VR-MRT as a supplemental resource more generally for mine safety training.

Feb 1, 2025

By Norman A. Grant

"Location and Transportation FacilitiesTHE BEAVERLODGE area of North Saskatchewan is on the north side of lake Athabasca, 500 air miles northeast of Edmonton.The main Eldorado operation and townsite are on the north •side of Beaverlodge lake, which is immediately north of lake Athabasca and is separated from it by only a mile long portage at Lodge bay. The once famous town of Goldfields. Saskatchewan, and the Box property of the Consolidated Mining and Smelting Company of Canada, Limited, are located on lake Athabasca nine mines from Beaverlodge townsite.Previously, all Eldorado freight was delivered by barge at the Lodge Bay portage, hauled across the portage, and across Beaverlodge lake by small Northern Transportation Company barges, which involved many handlings.In 1952 the port of 'Bushell' was established at Black bay. This is a particularly snug harbour, well protected from the main body of the lake and with good foundations for docking facilities. A Butler building, 300 ft. by 60 ft., and tank farms provide storage at the port. A •road from Bushell to the main Beaverlodge operation, a distance of twelve miles through rugged terrain, was built by the Saskatchewan Government. The cost was shared by the Saskatchewan Government, the Federal Government, and Eldorado and other mining companies.Along this road are located the properties of several enterprising mining companies and near the midpoint lies the ambitious budding town of Uranium. This road has made portaging unnecessary and palletized freight loaded at Waterways, Alta., is now loaded directly on trucks at Bushell and delivered to the point of consumption."

Jan 1, 1953

By Robert G. Boutilier

So far, most social performance monitoring systems have not gone beyond listing the impacts on various stakeholders. Executives have had to rely on intuition to devise interventions that would improve the impacts. This paper describes a survey process, known as the Stakeholder 360 (S360), which eliminates much of the guesswork. The paper reviews key studies showing that raising the levels of communication, trust, and common vision among stakeholders leads to the acquisition of the resources needed to improve the socio-economic situation. Therefore, the Stakeholder 360 measures the levels of these three factors in the relationships between a company and its stakeholders, and among the stakeholders themselves. In a validation study at a gold mine in rural Papua New Guinea, the S360 produced a socio-political ?roadmap? that showed management and stakeholders alike which relationships need more communication, trust, or common goals/vision. Management used the findings to create alliances that helped the government move forward on a regulatory regime for the mine closure. The community used the findings to focus its planning for life after the closure. An S360 survey conducted six months later revealed a decline in dependence on the mine and an overall increase in levels of mutual understanding.

May 1, 2002

By Andrew Scogings

The current edition of The Australasian Joint Ore Reserves Committee (JORC) Code was published in 2012 and, after a transition period, the 2012 edition came into mandatory operation on Dec. 1, 2013. There is a significant change between JORC 2004 (Clause 44) and JORC 2012 (Clause 49) for the reporting of industrial mineral resources and reserves, which should be addressed by ASX-listed players in the industrial minerals space.

By A. E. Koski

This paper will review recent developments in the area of mine planning at the Empire Mine. It illustrates how one of the largest iron mines in North America has adapted computerized mine planning to meet the unique requirements of their mining operation.

Jan 1, 1994

By H Arvidson, A Walker, N Pollock

Following the recent tailings tragedy in Brumadinho, the Investor Mining and Tailings Safety Initiative was formed representing institutional investors in the mining industry. This Initiative, led by The Church of England (CoE), requested data from 726 mining companies on each of their Tailings Storage Facilities (TSFs). What this exercise confirmed was that there was no public database of TSFs, and that there was a clear gap in tailings management systems within the disclosing companies. We present an approach using technology to support best practice TSF management, governance and disclosure which was originally submitted as part of University of Cambridge Post-graduate studies in Sustainability Leadership in January 2020. The aim of the paper is to discuss how technology could be used to deliver a Tailings Management Solution (TMS) that is aligned with the Global Industry Standard on Tailings Management (GISTM), and supports rigorous governance leading to disclosure. Subsequently the goals of the plan are aligned with that of the co-conveners of the GISTM (the International Council on Mining and Metals (ICMM), Principles for Responsible Investment (PRI) and United Nations Environment Program (UNEP)) which is to facilitate operators’ trajectory towards zero harm to people and the environment. Most of the focus to date around tailings management post Brumadinho has been on monitoring technologies, of which there are many. It is obviously important to acknowledge the critical role of monitoring technologies; however, our approach is agnostic to monitoring technologies and assumes that all of them are relevant. Our focus is on the data management, reporting and governance leading to disclosure of the information. Critical components of developing the TMS include adapting existing software products and solutions, recognising a system thinking approach is needed, strategic partnerships to deliver an accessible solution faster and more cost effectively, and, new ways of collaborating. The TMS should also accommodate relevant regional geotechnical codes and standards. The industry need for a TMS is well established and urgent, with significant pressure from regulators and civil society for the industry to address this significant issue.

Jul 1, 2021

By J. O. Claassen

"SynopsisMining value chains are dynamic systems and should be managed according to systemic flow-based principles. This includes a detailed focus on the impact of variable geological conditions on material flow, product quality, and production cost, visibility of the total mining system to operators and managers, as well as the synchronization of resources and activities in downstream processes. Thirty mining operations across the African continent were studied to establish to what extent systemic flowbased principles are applied in day-to-day operations. The study indicated that although most mining operations have identified the relevant geoprocessing variables, only a small number apply this information in a flow-based management approach. Most mining operators do not focus on developing a clear flow view of the mining value chain and on making it visible to operators and managers to enable them to optimally set and reset operations. Daily synchronization of geoprocessing variables is limited to a small number of variables, e.g. synchronizing ore hardness with drilling or milling requirements, in less than 30% of the operations evaluated. Operations where these principles have been adopted reported a noteworthy improvement in performance. The study indicates that notable potential exists in most of the operations evaluated to implement flowbased management principles, including geometallurgical principles. This can significantly improve value chain performance without exorbitant capital layouts and enhance ROCE. IntroductionObjective of the studyThe study seeks to establish to what extent systemic flow-based principles have been adopted in the southern African mining industry and the implications thereof. Specific attention is given to the importance of defining and managing geoprocessing dependencies (geological variables directly impacting mining and plant performance – the geometallurgical approach), establishing a flow view of the mining system, which typically includes a dashboard of the flow of ore/product quality and cost from the mining face to the customer, and limiting the impact of dependencies through synchronization of activities and resources, e.g. ensuring that a continuous miner does not wait for a roofbolter, or that reagent addition rates are matched with a specific ore/concentrate composition."

Jan 1, 2015

By J. H. Ambrose

Introduction The copper smelter of the Hudson Bay Mining and Smelting Company, Limited was constructed to handle the concentrates produced by the concentrator, the residues from the zinc plant, concentrates from Sherritt-Gordon Mines, Limited, and other custom material that might be available. Construction work was started in 1929 and the first concentrates were smelted in November, 1930. From that time until June, 1931, the operations were more or less of an experimental or tuning-up nature. In designing the smelter, it was believed the following tonnages would be available for smelting per day: Copper Tons Content H. B. M. & S. Co. concentrates 331 14.0 per cent H. B. M. & S. Co. zinc plant residues 77 2.5 per cent Sherritt-Gordon concentrates 200 20.0+ per cent Consideration was given to wet-smelting the charge, but, in order to give greater flexibility to the operation, it was finally decided to roast the concentrates before smelting. Briefly, the smelter equipment consists of three Nichols-Herreshoff roasters, one reverberatory furnace, two Peirce-Smith converters, a Walker casting wheel, and a four-unit Cottrell plant, two units' for the roaster gases and two for the converter gases. A general plan of the smelter is shown in Figure 1. Prior to the commencement of smelter operations, a stockpile of about 9,000 tons of concentrates had been built up by the concentrator and the old pilot-mill. The zinc plant was in operation, but the equipment for drying the residues at the smelter had not been completed. Sherritt-Gordon did not commence their shipments of concentrates until April, 1931. The only flux available was barren sand from a pit ten miles south of Flin Flon, adjacent to the railway. Several small deposits of metal-bearing siliceous ore had been discovered in the district, but none of these were sufficiently large to be considered as a source of smelter flux. At the beginning of March, 1931, the entire stockpile of concentrates had been consumed, and available tonnage for smelting was limited to the daily production of the concentrator.

Jan 1, 1935

By J. J. Whittaker

Zaldivar is an open pit copper mine operation located in the Atacama Desert, in northern Chile. The plant produces Cu cathodes using 4 solvent extraction trains. The plant was started up May 1995. Since 1996 the plant has been using on-stream analyzers based on X-ray fluorescence and titration for process monitoring and control. Elemental analyzer alone is not able to provide the critical information for plant operation, it has to be complemented by on-stream titrators integrated to one sampling system. The analyzers are located in a prefabricated shelter. The analyzer system project, operation and performance issues are the main topic of this paper.

Jan 1, 1999

By Klaus-Peter Kinzel

Staves Coolers de cobre proporcionaram uma excelente proteção da carcaça do alto-forno em áreas de alta temperatura. Isso resultou para que os operadores de alto-forno alcançassem alto desempenho em termos de produtividade e taxa de combustível, além de campanhas de mais de 15 anos. No entanto, nos últimos anos, alguns altos-fornos experimentaram um desgaste prematuro nos staves de cobre. Algumas dessas empresas se alinharam com Paul Wurth para investigar a causa fundamental desse fenômeno com base em todos os fatores de influência e, em seguida, propor ações corretivas. Estes resultados são discutidos e apresentados a seguir no trabalho técnico.

Oct 30, 2017

By D. Bernard

Over the last decades, the wrought aluminum casting industry has made significant progress with regards to process consistency by the introduction of new technologies in the field of liquid metal processing and casting. These technologies, combined with the application of best practices, have led to increases in productivity as well as better process performances and product quality. The competition in the addedvalue aluminum products (by opposition to P1020 production) is, however, very strong and involves players that did not hold a major role five years ago but who are now exerting a strong competitive pressure on our industry even sometimes from far abroad. There are still technical and technological challenges remaining in the different areas of aluminum casting production, amongst which metal pre-treatment, furnace operations, in-line treatment and casting hold a predominant influence. The comprehension of the contribution of each individual process step to the entire process chain is a key element and must be considered in future process optimisations. This paper presents the technological position of the casting industry and tries to highlight areas where further progress can be made.

Jan 1, 2006

By Z. Sample

"INTRODUCTION This past year commodity prices continued their dip with increased volatility causing market values to slide another 16% putting increased pressure on even the largest companies to improve their free cash flow.[1] Without a recovery in commodity prices in sight, companies must find a sustainable method to improve returns in the current economic climate. In an effort to improve plant sustainability, the mineral processing industry is investing in advanced automation technologies and innovative processing methods that are both more reliable and more efficient than ever before. One such breakthrough technology is Heap Leaching (HL). This method of extraction has certain advantages over traditional metallurgical methods making previously unsustainable operations economically feasible. While HL is already seeing use in the gold and copper industries among others, recent developments may allow for the use of HL to process primary sulfide ores which make up about 80% of today’s ores.[2] For this reason, this emerging technology is poised for exciting growth. Unfortunately, as with any process change, the implementation of HL projects requires significant training on both the control system as well as the underlying process, and further, due to the complex nature of the HL process, this can be a particularly difficult task. DEMOGRAPHIC TIME BOMB Even before the implementation of these new technologies, the availability of the skilled workforce has already become a significant problem for the mining and mineral processing industries. From a survey of 912 mining professionals, Stratum International found that a mere 0.4% of senior level candidates were between the ages of 25 and 34 and a similar proportion aged over 75 years.[3] This indicates that there is both a deficiency of young skilled workers and a skilled workforce that is retiring earlier than the previous generation. Combined with data published by the US Department of Labor stating that the median age of the mining workforce is approaching 50 years old, research suggests that up to 50% of skilled mining and mineral process professionals are expected to retire in the next 5 years, leaving with their irreplaceable knowledge and experience.[4] While it is projected that the labor pool will be sufficient to fill open positions, the real question is if this young workforce will have necessary skill sets and experiences. In addition to a rapidly aging workforce and an inexperienced labor pool, a study done by the Oil and Gas Journal showed that it takes about 7 years, on average, for new workers to achieve a level of competency that permits them to assess risks and appropriately make decisions.[5] Not only is this figure is in direct conflict with the typical tenure of 5 years in one position meaning that the thinly spread skilled labor will be required to become senior staff before they are able to achieve competency in their current role, this also means that these millennials are not given the opportunity to become competent in their role before the retirement of the more experienced workforce."

Jan 1, 2016

By George H. K. Schenck

Diminishing returns in management's fight to lower manufacturing expenses have added luster to savings that can be achieved in delivered costs through creative management of the distribution function. This is especially true for companies engaged in the production of bulk commodities, for which transport costs may represent 25 to 50% or more of total delivered price, A. E. Cascino, vice president of International Minerals and Chemical Corporation, recently gave an example of why top management in his firm is concerned with distribution: "The price of a ton of phosphate rock, f.o.b. mine, is about $7. The cost of warehousing, freight, and handling frequently totals an additional $11 . . . . If one of our competitors . . . discovers a way in which he can cut his distribution costs by $3, we're dead! Even if we wanted to offset our competitor's more efficient means of shipping with reduced f.o.b. price for our product-we don't have that much profit margin . . . ." In a special report on the revolution now occurring in transportation of goods, Business Week stated in its September 24 issue: "Moving and storing goods on their way from mine and mill through various sub-assemblies to their final markets costs anywhere from $50 billion to $75 billion a year- $100 billion if paperwork costs are included.

Jan 1, 1967