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Gold rooms represent a high security area and preventing theft is a challenging task. Where gravity concentrates or high value unit intermediate products are present, particular and specific security procedures must be put in place. This paper describes the development and implementation which reflects best practice in gold room security. Procedures involving key holder systems, key locks, swipe cards and double locks preventing any one person having access to the gold room, including specific procedures for gravity gold concentrators, will be addressed. The use of monitoring and how to deal with alarms and potential hold ups will be reviewed. The use of cameras and archival DVD recorders is common in gold rooms. The use of electronic surveillance, movement detectors, seismic monitors and the two person policy and gold room entry procedures are described, including how to deal with visitors. The importance of confidentiality regarding smelting and gold pick-up days, plus strategies employed to minimise storing large quantities of gold on site will be presented. The role of metallurgical accounting in providing quality auditable information and the minimum standards of record keeping required is discussed. The role of the Gold Squad will be outlined. Regular auditing and risk analysis and several case studies are cited where security was deficient or improved.

Aug 1, 2010

By Wang Xianzheng

For a long period of time, the Chinese Government has been attaching great importance to and supporting the rapid development of the coal industry. Particularly since more than 30 years ago, when China introduced the Reform and Opening-up policy, the reform and development of the Chinese coal industry has witnessed world-recognized achievements. National coal production increased from 618 million tonnes in 1978 to 3.52 billion tonnes in 2011. While China?s coal production accounts for 49.5% of the world?s total, its annual production growth contributes to over 80% of global production growth. China is a country utilizing coal as its main source of energy. As the Chinese Government gives support to the rapid development of new and renewable energy sources, as well as to increased coal utilization efficiency, the ratio of coal in the primary energy consumption mix will gradually decline. However, for a long period of time to come, the total volume of coal demand will keep rising modestly. The Chinese Government has been highly committed to and actively promoting the overall, coordinated and sustainable development model, which puts people first. It has put forward a strategic task to build an ecological civilization, and highlighted its resolve to uphold the basic national policy of resource conservation and environmental protection, with a view to the pursuit of sustainable development. China will incorporate its response to climate change into the national economic and social development program, and take effective measures to lower CO2 emissions 40?45% per unit of GDP in 2020 compared to 2005. At the same time, China will increase the ratio of non-fossil fuels to 15% in the primary energy consumption mix. All of the above factors have raised requirements for the Chinese coal industry, with implications for clear directions, plans and goals for the development of the coal industry.

Aug 1, 2013

By Ron Webber

With the difficult economic challenges currently facing the steel industry, it is essential to perform a complete analysis when determining which rolls to purchase. A properly designed “Total Cost of Ownership” model can result in significant savings. This paper will review the costs associated with rolls in both Hot Strip and Cold Strip Mills. The multitude of factors that must be considered in performing a complete analysis for the roll purchasing process will be discussed. Models for both Hot Strip and Cold Mills will be presented. Examples where traditional analysis can lead to expensive, incorrect decisions will be presented.

Oct 30, 2017

By E. P. Dowding, J. Schlocker, C. H. Fuchsman, R. R. Lloyd, Mahan. W. M., O. C. Garst, W. T. Rawles

"INTRODUCTION The United States, although the leading consumer of chromite, depends almost entirely on imports for its supply. For instance, the consumption during. 1941 amounted to 714,645 long tons, whereas the domestic chromite production, although the highest since 1918, was 12,731 long tons or only 1.78 percent of the domestic consumption. 9/ Domestic production was tremendously, accelerated,after 1941 by war demands; however, only a small proportion of this domestic product was of sufficient quality to be substituted for the high-grade imported chromite demanded for metallurgical purpose. Chromite is used largely for making ferrochromium, an alloy containing 60 to 70 percent chromium which is used in making alloy steels. Peacetime specification for ferrochromium required that it should contain 68 to 69 percent chromium. These specification were lowered to between 60 and 63 percent, chromium in 1941 to permit the use of lower-grade ores. The specifications for metallurgical chromite, used for making ferrochromium, were established first by the Metals Reserve Company at 48 percent Cr203 and a Cr. Fe. ratio of 3 : 1 but later were lowered to 45 percent Cr203 and a Cr : Fe ratio of 2.5 : 1. The ratio of chromium to iron in chromite is important, because the contained iron enters the alloy in making ferrochromium and, although an ore may contain the required 45 percent Cr203, it may contain too much to be suitable for ferrochromium production. The principal sources of domestic chromite are California, Oregon, Montana, and Alaska minor, small, and widely scattered deposits in another dozen States. Without exception, these deposits are low-grade, require beneficiation to produce a commercial product, and are not competitive with imported high-grade ore in normal times. Nevertheless, these deposits form strategic reserve, which must be utilized in periods of national emergency. Recognizing this fact; the Bureau of Mines for many years has undertaken investigations to develop methods of utilizing domestic chromite ores. The problem has been approached from three angles: (1) Mechanical methods of concentration; (2) beneficiation by chemical or metal¬lurgical methods; and (3) production of metallic chromium by electrolysis of solutions prepared from ore or concentrate."

Feb 1, 1946

By Y Cao, J C. Tien

Occupational health and safety is essential in modern mining workplaces and in China it is often not given enough emphasis due to a lack of knowledge and/or appreciation. Although many health and safety regulations have been passed over the years, serious and relevant laws and regulations on mine health and safety are of recent history (since 2002), the level of stringent enforcement is still inconsistent and accurate field data are scant and not readily available. As of year-end 2006 there were 676 562 recorded cases of occupational diseases in China, of which 616 442 or 91 per cent were miners’ pneumoconiosis. Of these, 146 195 (23 per cent) have died, and an average of 10 000 new cases were added every year between 1991 and 2006. Another report shows that 93.18 per cent of miners have never had a contract with their companies, which means their cases were not even part of China’s official statistics. This study attempts to examine the prevalence of occupational diseases in the Chinese mining industry during 2000–2013, compiled from government annual reports and academic studies. The research will review the correlational analysis among occupational diseases, ventilation practices, protection devices and legislation.CITATION:Cao, Y and Tien, J C, 2015. Occupational diseases in China, with the emphasis on its occurrence in Chinese mine workers, in Proceedings The Australian Mine Ventilation Conference, pp 155–160 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 31, 2015

By J. Bhattacharya

In many different ways industrial raw materials resources industry as a whole has accepted the principles of sustainable development and has made a commitment to move toward this goal. The critical question now is ?how?? While many companies have adopted policies and are implementing community relations programs, sustainability is not always ?lived? throughout the organization. While traditional programs and commitment from the top are critical, employees within all functional areas can advance sustainability. Individuals can make difference at all organizational levels, and it is this collective action that is so critical for enhanced financial performance as well as the preservation of the industry. Keywords: value chains, sustainability, legislation, auditing process

Sep 1, 2012

Exploring long-term future possibilities for your business and methods for achieving them are critical functions of leadership. More than ever, strategic initiatives today have to be planned and delivered in an environment of disruptive change û driven by shifting business or regulatory imperatives, new technologies and global economic change, and diverse stakeholder interests. The notion of The Future as a single inevitable outcome is obsolete. There are many possible futures. This paper explains an innovative process û known as scenario planning û to help executives in the construction and testing of longer-term strategies to deal with uncertainty.

Jan 1, 2006

By A. P. Schissler

2013 has seen metals, industrial minerals, and coal all reduce in price due to market and geo-political factors. Many companies are taking write-downs to recalibrate their reserves and have enacted focused cost reduction programs. The public domain includes statements where companies have operating cost reduction goals in the $500 million range. Zero-base staffing & budget analysis is a means to achieve optimal employment and cost levels for a given level of production. The method involves measuring the work to be done similar to Lean. Lean is a method to review each step of production and remove anything that doesn?t add value or is necessary to complete finished goods. Zero-base methodology has been applied to mines worldwide producing realistic and sustainable levels of staffing and costs based on the quantity of work. The objective of this paper is to provide the framework of zero-basing with examples of application.

Feb 23, 2014

By P Micale

Geological data provides the foundations for the mining value chain. It is used to underpin the modelling and planning and consequently optimise downstream business decisions. However, it is often forgotten or taken for granted. End users often assume the data to be sound without verification. Geological data can be considered a company’s number one asset. Subsequently, the storage, use and management of this data need careful curation and time invested in preserving and protecting it. An established polymetallic mine with 20 000 drill holes could have a data replacement value in excess of $500M at 2020 prices, excluding labour and salary costs. The Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (the ‘JORC Code’) provides guidelines for Public Reporting. Within the code, Table 1 requires discussion around the different types of geological data, its collection and use. What is needed is additional details regarding the validation and integrity of the geological database. A comprehensive guideline specifying minimum geological standards for geological databases has been developed. This expands on the critical points outlined in Table 1 of the JORC Code. This guideline can be used by companies where geological databases are managed in-house or used to assess these services’ outsourcing. This guideline will ensure that geological data is reliable and unadulterated and can be used with confidence. Using this guideline will assist in preserving the investment of geological data in the mining value chain

Mar 22, 2022

The following paper outlines the types of employment immediately available to graduates following their university degree, a discussion on mine manager requirements, mentions career advancement and time frames to achieve this as well as providing some key information regarding student vacation work. The author hopes to educate present graduates, as well as inform students of characteristics to develop the most opportunities in life.

Jan 1, 2006

Outsourcing of mining operations and services is done for various reasons and there is no single model which fits all situations. Experienced contractors and mine owners have also developed, more often than not, jointly, numerous commercial arrangements and project delivery methods to suit their particular project. It is often the case that some mine owners who have not considered outsourcing to contractors do so because of a simple lack of understanding of the potential benefits. This paper will highlight the potential benefits and perceived disadvantages of outsourcing for mine owners and demonstrate how these issues have been addressed by the mining contracting community over recent times as well as demonstrate the evolution of current commercial arrangements in engaging mining contractors.

Jan 1, 2006

By L Lorenzen, H Muller

"Every year a large number of projects are evaluated by small listed and unlisted mining companies that are hoping to find the ideal project, which will catapult them from a mining junior status to that of a mid-tier mining company. Usually this includes finding the æidealÆ or ærightÆ orebody and then developing a process which will allow cost-effective recovery of the valuable metals and the production of a saleable product. These dreams are seldom realised and there are a number of good and obvious reasons for this. Issues that are generally high up on the agenda for the smaller companies are: cost of developing a project before the feasibility study stage finding a suitable, or optimum processing technology financing of the project dealing with risk.The most expensive part of the development process for the small miner is often the exploration side of the business and finding the æidealÆ orebody. However, finding the right orebody will not be discussed in this paper. The æidealÆ orebody does not necessarily solve the problems of the mining junior, as much of the uncertainty lies in the process required to recover and produce the final metal product. Once a mineralised deposit has been identified and the grade at least reasonably qualified, the development of a suitable process becomes the driver to convert the deposit into an orebody. This paper proposes that a small exploration company has a very limited opportunity to succeed if it does not do sufficient homework before it identifies the æidealÆ orebody. The risk profile for the small mining company, by its very nature, has to be different to that of a major company and as a result the opportunities often lie in managing different and often new process options, which may be the key to bring such projects on line successfully.CITATION:Muller, H and Lorenzen, L, 2012. Project selection and process development for mining juniors, in Proceedings Project Evaluation 2012, pp 149-158 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

May 24, 2012

By J. Wiebmer

The two most important influencers of cost-per-ton in an underground mining machine are its productivity (tons/hour) and its availability-utilization (hours/year). Operating cost and initial price have far less impact. This paper reviews a cost-per-ton sensitivity analysis for underground mining equipment and discusses benchmarks for measuring its performance. The conclusion is that miner-supplier partnerships and the Information Age are the two most significant trends in cost-per-ton reduction.

Jan 1, 1997

By B. R. MacKay

Introduction During the past six seasons the writer has been engaged in semi-detailed investigations on the coal areas lying along the front of the Rocky mountains between the Brazeau river and the Smoky River Coal Reserve (see Map, Figure 1). The purpose of this paper is to present some observations pertaining to the stratigraphy and structure of the district, touching especially upon the lithological units into which the Lower Cretaceous sediments have been divided, the thicknesses of the formations at different localities, the number, thicknesses and horizons of the principal coal seams, and the structural conditions which exist in the various fields.

Jan 1, 1930

Since the days of Adam Smith and Milton Friedman the discussion of corporate citizenship and sustainability has been flooded with multiple contradictions, with proponents of sustainability saying that it is a crucial cog in the business strategy, while those against, maintain that æthe business of business is businessÆ and therefore sustainability issues are just add-ons. Sustainability arises from a deeply held vision by corporate leaders that businesses can and should play a role beyond just making money. Businesses should embrace the understanding that everything that a company does has an impact both internally and externally (communities, employees and customers), and the natural environment. This paper highlights the approach that led to a view that there is a contradiction between profitability, sustainability and community development, and we provide a further argument to the contrary. This argument is based on a comprehensive literature review of over three decades by various scholars linking corporate social performance and corporate financial performance. Driefontein Gold MineÆs approach is that of linking the community development, natural environmental and employee well-being initiatives and projects to the mineÆs business strategy. The paper further highlights the coordination and implementation mechanism of sustainability at the mine where the accountability lies with the head of the mine operations. A two pronged approach is employed where there is an internal dialogue on sustainability between the various departments coordinated by the sustainable development department and an external tri-sector partnership with local government, interested and affected parties and the mine. These approaches are closely linked to the contributions towards the mineÆs financial bottom line.

Jan 1, 2009

Cost accounting information is used primarily for (1) planning, control, and performance evaluation; and (2) managerial decision-making. Incremental analysis is a tool for managerial decision-making. It is designed to estimate future financial performance, namely the benefits and costs associated with alternative courses of action. Decisions may be distinguished as pertaining to short-term or long-term activities. Long-term activities frequently focus on capacity decisions and the attendant capital budgeting processes used to quantify the financial effects of these decisions. Short-term decisions typically address short-range production quantity and pricing issues, outsourcing, selection of the optimal mix of products, inventory management, and the acceptance of special orders. This chapter addresses these short-term decisions.

Jan 1, 1999

By Joseph A. Meyers

NYC has always been a high-profile target for both foreign and domestic terrorists. Explosives have always been the go-to tool for terrorists to bring about serious physical injury, death, and property damage in our society. Today with the anti-police movement gaining traction in the United States and anarchists groups using homemade explosives against law enforcement and municipalities, it is the responsibility of the explosives industry to ensure that every explosive product on a blasting site is secure. We must prevent the theft of these energetic materials used on projects and sold by vendors so they are not used by these terrorists. We have learned many lessons here in NYC which began with the theft of explosives used for blasting projects in NYC to supply the IRA (Irish Republican Army) 50 years ago. The liability is too significant to take short cuts in securing energetic materials. Over the years through cooperation with all agencies and the industry we in NYC have developed certain proven protocol and procedures we would like to share with the industry. An efficient and effective security plan for the logistic movement of explosives, as well as for the blast site is imperative to keeping the good name of the industry from negative repercussions and possible additional bureaucratic oversight of an industry that is highly regulated and still recovering from the pandemic. Communication, security assessments and transparency with all stakeholders and the Authority Having Jurisdiction (AHJ) will greatly improve the overall security for the blasting project. This SOP (standard operating procedure) will allow the AHJ to become a proactive partner in the security of the blasting project. If the AHJ is not a law enforcement agency, the law enforcement agency specialty unit must be notified and included in all phases of the project. The security for a blasting project with AHJ and law enforcement input starts at the inception of the project when the memorandum of understanding (MOU) is obtained, and involves the AHJ through all steps of the approval process. This includes threat assessments on new and existing structures. SME’s (Subject Matter Experts) must be present at all stages. The blasting industry and regulators must work collaboratively to improve safety, security, and create a dialogue with law enforcement and the AHJ. Relationships are built through trust, teamwork, transparency, and communication and greatly improve the safety of our great country.

Jan 21, 2025

By Catherine T. Aimone-Martin, Meyers Joseph A.

A new strain-based criteria is being adopted for rock blasting in New York City (NYC). This criteria is based on several years of research involving vibration measurements of tall structures during blasting within several feet from buildings designated historic and Landmarked. This research has demonstrated that tall, heavy structures show little upper-structure vibratory response during hard-rock, urban blasting carried out in NYC. The Fire Department of New York City (FDNY) permits rock blasting and regulated limits for ground vibrations using the U.S. Bureau of Mines (USBM) safe blasting criteria. However, these regulations are often superseded by a 0.5 in/s (12.7 mm/s) limit imposed by the New York City Department of Buildings for historic and Landmarked buildings that are adjacent to the majority of blasting projects in the City. This onerous limit is often exceeded resulting in frequent stop work orders that increase the cost and time of rock excavation projects. The

Jan 1, 2019

By D. Nardini

The need to move towards faster and safer mine development is a key priority in mining houses globally. In addition to this, South Africa faces an array of challenges introduced by labour-intensive operations; hence a study was conducted to look into improving development rates and labour productivity, specifically in the areas where trackbound flat-end development is required. The aim of the study was to propose a method to deliver fit-for-purpose tracked tunnels that advanced at a rate of one blast per end every single working day. A major part of the study was to optimize the selection of an appropriate trackless fleet and mitigate any constraints introduced with the mechanization. This was done by creating scenarios, based on a typical case study, looking into the aspects around safety, mine design, mine activity cycling, men and machine requirements, service installations, and trackless-trackbound interfaces. The case study was based on a deep-level gold mine developing twin headings with connectings; however, with the move to extend and deepen platinum operations it is foreseen that twin end development will become more prevalent due to ventilation, logistical, and other requirements. With the introduction of the trackless mechanized system suggested, development rates of 56 m of system advance are expected (189 m total development), with on an average of three headings and fixed blast times. Scenarios run with multi-blast conditions yield expectations of 75 m/month advance of the system, significantly higher than the conventional performance seen today.

Jan 1, 2012

By L. Garrigues, M. Jarvis, M. Halhead, O. A. Bascur

"Large variability of ore types, escalating variables operating costs and increased throughput require large investment in sensors and systems in mineral processing operations. Mining and mineral processing plants collect and manage more data than a small city with much in real-time. The data is changing rapidly as internal and external conditions evolve. As corporations buy and sell assets, and reengineer their staff, the structure and tools that were used to understand this data is lost. This results in significant deterioration in the ability to maintain a smart operation. When data is recognized as a critical asset and managed as part of an infrastructure, it become a key enabler to help transform the entire operations. In many situations, all partners in business collaboration—such as join ventures, contract manufacturer, expert service providers, and operations and maintenance companies—need access to production and asset data. The emergence and maturation of Cloud technologies make it possible to easily connect the plants to external equipment suppliers and operational support service.This paper will share examples of how mineral processors have adopted new data strategies such as self-service business intelligence, cloud computing and internal/external collaboration.INTRODUCTIONOne of the main challenges in mineral and metallurgical processing plants is effective energy and water management. The lowering of ore grades requires higher throughputs while the ores are getting more complex with variable mineralogical compositions. Electrical energy supply is becoming a restriction in many countries. Rising water management costs has a direct impact on the profitability of the operations. Grade recovery versus energy consumption in copper production for both open pit and underground mines has been described by Fuerstenau (2001). Comminution uses over 55% of the energy to produce nonferrous metals while other operations require much less energy (Nelson, Richins, & Lelinski, 2013)."

Jan 1, 2016