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By James A. Finch

"Developed countries are in the midst of re-structuring education in minerals-related disciplines as raw materials, once vital to wealth generation, contribute progressively less to the economy. The changing circumstances mean institutions must justify mineral processing by new criteria. After considering what a mineral processor needs to know the ways to deliver are considered. Taking twenty graduates per year to illustrate, one institute could justify this number as a program in a department or school (of whatever grouping of disciplines). A strong research component would make the package additionally attractive. Divide among four institutions and mineral processing is best served in a research centre with delivery taking advantage of multi-centre and distance learning opportunities.INTRODUCTIONThis is one of five plenary lectures at the Congress. I may have preferred a technical subject, as that is what occupies most of my thinking hours, but it is reasonable as an academic that this topic should come to one of us. The fact the topic has not been high on my agenda may provide one advantage: that I can suggest directions free of pre-conceived notions, just as when reviewing the background to a technical article the temptation to select in support of one?s interpretations is resisted. The trick will be to add something new.One reading of the title seems to query whether mineral processing education has a future. (I will refrain at this juncture from defining mineral processing and assume for now we share an understanding of the term.) The proximity of natural and human resources led to the Industrial Revolution and the interaction continues to stimulate and sustain industrial and economic development in many parts of the world. The search for raw materials has historically played a key role in opening frontier areas, with undersea and outer space next. The reason is obvious: raw materials along with food and energy underpin society. Thus mining will remain part of human activity along with the need to pass on the knowledge and skills.What happens over time is resource relocation. Raw materials become exhausted in one area to be replaced by sources elsewhere; the demand for some materials lessens while growing for others. Educational institutions can find themselves with the wrong geography or with staff focussing on the wrong subjects. When this happens the restructuring produces much discussion. This is where we are in parts of the world. Japan, Western Europe and the United States are the prominent examples (Dowd, 1998; Flemings and Suresh, 2001; McDivitt, 2002). Mineral processing is becoming a series of courses in related disciplines: resource engineering, environment engineering or materials engineering. The start of the transition is evident in Canada and Australia, perhaps earlier than expected given the contribution of raw materials to their economies. A common backdrop in the developed countries is social pressure to reduce the impact of the ?untidy? aspects of life, and that includes mining. (This is not new: in classical times the mine face was the preserve of slaves and convicts.) These values are exportable, potentially affecting recruitment into mining schools everywhere."

Jan 1, 2003

By C Paoletti

About 15 years ago the debate on the reliability of sampling procedures for agricultural food and feed commodities was initiated by a few brave scientists who questioned the representativeness of what, at the time, were routine sampling procedures established exclusively on the basis of tradition and practical feasibility. Over time several national and international organisations contributed to the discussion, developing standards and publishing papers either to underline the fact that sampling is always a source of error, in itself, which cannot be overlooked, or to minimise the relevance of sampling on the basis of argumentations linked to time and money limitations. The latter dominated, but is nevertheless impossible to accept from both a scientific and a responsible management perspective. Here the author presents an historical overview of these past 15 years, illustrating the most controversial issues, reporting major achievements in food/feed sampling, highlighting milestones, as well as unresolved problems that still need the attention and contribution from the sampling community. The need to incorporate Theory of Sampling (TOS) into food/feed safety assessment (pre-market), as well as into food/feed safety monitoring (post-market) has recently been highlighted, and the practical applicability of TOS to base food/feed safety decisions on representative sampling, has been explored and documented via concrete examples of risk analysis in different areas of food/feed industrial production chains. Now it is time to move forward and ensure that TOS is fully integrated into the well-established Food and Agriculture Organization (FAO) / World Health Organization (WHO) risk assessment approach, in order to guarantee a transparent and correct universal frame for risk assessment and the subsequent management decision-making process. WCSB8 offers the ideal platform to explore the best way to do so, switching from a theoretical discussion of correct sampling principles for food and feed agricultural commodities to practical recommendations in the interest of consumers, worldwide. These 15 years have also been a personal journey of interesting dimensions, indeed a veritable roller-coaster ride in-and-out of the scientific, technological, industrial and (last but not least) regulatory worlds. The start was WCSB2 in 2004, when I flew to Australia to discover if in other areas sampling had been identified as an unavoidable issue and, if so, what the solution was. There, I found a good travel companion who today is still on my side, to assemble the puzzle and explore how to shape the future, to concretely answer to the 15 years’ quest for proper sampling in the assessment and monitoring of food/feed safety.CITATION:Paoletti, C, 2017. Assessing and monitoring food and feed safety – a 15 year quest for proper sampling, in Proceedings Eighth World Conference on Sampling and Blending , pp 39–44 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2017

By Open-Hearth Steel

We have a very high-powered organization up here this morning, headed by Kenneth C. McCutcheon, general superintendent of the Ashland Division of the American Rolling Mill Company, and L. A. Lambing, superintendent of the open-hearth and Bessemer departments of Jones & Laughlin Steel .corporation of Aliquippa, Pa., representing the open-hearth men. Also, we have P. F. Dolan, assistant general manager of the Maryland plant of Bethlehem Steel Company, of Sparrows Point, and Harry E. McDonnell, superintendent of blast furnaces of Weirton Steel Company of Weirton, W. Va., representing the blast-furnace section.

Jan 1, 1940

By Karl J. C. Harries

"The following is an outline or check sheet of some things that might be looked at when considering the concept of a royalty or royalty provisions. It is not intended as a guide to what is right or wrong (that is for the parties to decide). It does not replace the discussions in this work and is not intended to be a complete or exhaustive compilation of matters to be considered. It presumes that you are familiar with the basic concepts of royalties and has been included as an aide memoire only. Use it as such, with caution and common sense, and amend it to suit your needs. Remember also that brevity can result in inaccuracy or imprecision. This is a danger in many points below.The section references are for the sections where the matter is the main subject of the section – see the index for other sections.Royalty TypesNet Proceeds [§§ 5.8.; 11.4.]• No accepted or understood meaning within industry.• Literal meaning, if not defined, would imply “net operating profit”.• Often defined as net profit with revenue base of proceeds from sale of product.• Should not be used without detailed and clear definition. Net Operating Profit [§§ 5.8.; 11.4. – referred to only]• Net profit without recoupment of pre-production expenditures.• Revenue base: usually proceeds from sale of product.• Operating costs deductible.• Some reserves may be permitted.• Recoupment of some post-production capital expenditures may be permitted.• Not often seen as basis for royalties in Canada."

Jan 1, 2003

By Henry P. Cole

A series of studies are described that identify critical health and safety skills needed by underground coal miners for coping with mine emergencies. First aid and self-rescue and escape were selected as two broad performance domains that include many subordinate skills needed for preventing, recognizing, and coping with mine emergencies. The performance domains and their objectives were used to direct the development of simulation exercises that permit miners to experience mine emergencies in the safety of a training room. The exercises are based upon research with similar simulations for the training of flight crews and medical personnel in information gathering, judgment, and decision making skills. Exercise content is drawn from actual mine accident and disaster case studies. The exercises incorporate recent principles of cognitive psychology and instructional design. Initial studies in annual refresher training classes suggest the exercises are stimulating for miners and their instructors, easy to use and read, sufficiently complex and authentic to challenge experienced miners, and useful devices for both teaching and testing critical problem solving skills required for preventing and minimizing emergencies.

Jan 1, 1988

By Kefton H. Teague

An article entitled "The Rule of the Geologist in the Industrial Mineral Field" by G. R. Gullet, was published in the August, 1967, issue of the Canadian Mining Journal. Mr. Gullet defined industrial minerals as follows: "Industrial minerals are largely non-metallic minerals and rocks that find value because of their physical or chemical properties." This definition is brief, but all-inclusive. Mr. Gullet continues, "They include all useful minerals and mineral commodities except those used as fuels and those from which metals are extracted. Factors in the evaluation of an industrial mineral deposit are generally as different from those used in the evaluation of a metal deposit as is the assessment of a potential oil field. The key to the successful development of an industrial mineral, deposit is more often a balance of accessibility, transport, and proximity to markets than to any natural quality advantage of the deposit itself."

Jan 1, 1972

Mine Evaluation Engineering , Operational and Social evaluation. Focus is on what opportunities are available. Social ??History ??Past Management Practices ??Community / Available labor force Mining Method / Equipment ??Competent rock ?little support required, no backfill ??Shallow mining ?ramp mining, no shafts or hoisting ??Large scale mining potential ??Simple rock breaking and crushing on surfaceMill Process ??Straightforward gold liberation process Create a Plan / Create a Team Following the feasibility 44-101. Key people were hired and a full operational Business Plan was developed. Focus is on how to get the job done. ??Scoping Study / Pre-Feasibility / Feasibility ??Operational Business Plan ??Hire key people ??Purchase key equipment

May 1, 2006

By F. S. Crawford

Safety devices and guards are often looked upon as the last word in safety by the men around the shop or large industrial plant . However , thorough knowledge of the details of their jobs and of the dangers attending them are even more important . It should be unnecessary for all men to go through the experience of the first man to meet an unknown danger , but that appears to be about the only way by which many learn . Practically every danger connected with the job around a mine , blast furnace , steel mill , foundry , coke oven , cement mill , or other operation , was encountered for the first time by someone , and if he was fairly fortunate he either got hurt or just missed being injured and lived to tell his " budaies " how it happened; he spread the knowledge of that particular danger . Sometimes , but not often , a man can foresee a danger . If he could always be on guard and remember everything he had ever learned and also know everything that had happened to the other fellow , and then let that knowledge keep him aware of the dangers in his own immediate " job , " so that he would work the safe way for both himself and the other fellow , he would have what safety engineers call " safety consciousness . " Being safety conscious is a fine attribute , as it really means knowing all about one's job . A man who is really safety conscious is one of the best and most efficient workmen in the whole plant . The boss wants men of that kindmen who want to learn and who try to learn every little detail about their jobwhere there is danger of spoiling the heat or getting burned by hot metal in a steel plant or of loading rock instead of coal or ore in a mine . Such men know how to do whatever job they are on easily and with the least amount of hard work and at the same time get it done as quickly as possible with safety . A man who is safety conscious has to nearly all intents and purposes developed eyes in the back of his head , if he is in a big mill where there if something going on all around him . These eyes are not real eyes , but they are what might be termed a sixth sense which he has developed by his experience in the mill as well as in other dangerous work which he may have done before in other plants . There may be occasions when a man's safety consciousness will leave him for just a short time ; this is likely to happen when he is thinking about a quarrel he had with his wife which has not been cleared up happily , or perhaps when he has bought too many things on installment and with sickness at home

Apr 1, 1931

By Raymond Henn

Yes we have also used some however, again because of the nature of the maintenance window where we have that two hour (at best) window every night and due to the numerous other crews that are wanting to get in to do the other types of maintenance activities, we don't know if we are going to be getting into that same area from one night to the next. So even with the dormancy additives that one can add to cementitious grouts (that are good up to 72 hours) we don't know if we are going to get back in to the same locations from one week to the next. That's why I use the term "the forgiving nature of the acrylamide". It allows us to ream out the hole allowing us to use the exact same hole without having to re-drill a new hole. The program started in 1997 and we have a budget between labor/materials and equipment of 4.5 million dollars on a year to year basis. For the next few years that is going to come down drastically because the program is going to be more of an ongoing maintenance program. The program started in 1997 and we have a budget between labor/materials and equipment of 4.5 million dollars on a year to year basis. For the next few years that is going to come down drastically because the program is going to be more of an ongoing maintenance program. Up to the end of 2001 we were just over 1.7 million liters of between AV100 and AV118 grout. Of that, approximately just under 200,000 was AV100 and the remaining balance was AV118.

Feb 10, 2003

Jan 1, 1985

By G. L. Smith, B. Genc, V. Morar, U. Govender

This paper presents a novel holistic healthy human framework for C-suite executives and senior leaders in the minerals industry. The value-add of the framework centres around the integration of inner holistic health and interpersonal holistic health to support and enhance environment, social, and governance transformation, with a focus on the social enterprise. The framework unpacks key components of holistic health and their interlinkages to environment, social, governance, and stakeholder engagement. Insights were gleaned from interviews with 10 C-suite executives, each with over twenty years of experience in mining or business leadership. By applying the holistic healthy human framework, industry leaders can strengthen the social licence to operate and positively transform the industry's public image. Broader application to other sectors is underway.

Oct 2, 2025

By R Knight

"In project evaluation there are two matters of keen interest to non-executive directors: the process by which an investment recommendation is reached, as well as the investment itself, as presented. It is sometimes mistakenly believed that Boards of directors are interested only in the result. That is not so. The process by which project evaluations are derived and socialised with the Board is as important as the result, sometimes more so.Setting aside the gloomy predictions of the doomsayers and looking through short-term volatility in supply and demand, the overall availability of mineral resources more often than not exceeds demand. There are in reality more development projects in prospect at any one time than are needed to meet the market. Only the fittest will prosper, although some others may survive.Optimism springs eternal in the mining industry and every project promoter, executive or entrepreneur has a convincing project development case. Some will create value for shareholders, but the historical evidence suggests that many will fail to meet the expectations set in their evaluation.Boards of directors make the final decision to invest, or not, in a new mine. Knowledge is power, and on that basis the balance of power favours management. Management has the facts (or in some cases, what passes for fact) and the passion to invest. The non-executives have the power of approval – yes or no – but before making a decision directors must demonstrate due diligence, the essential precursor to project approval.Management has a vital part to play in facilitating that due diligence process and in encouraging the independent thought processes of the Board. A closed approach by management fosters a negative, risk-averse attitude on the part of the Board. One that encourages an understanding of the rigour of the project evaluation process and the robustness of the result will allow directors to understand better the implications of their decision.CITATION:Knight, R, 2016. Project evaluation – a non-executive director’s perspective, in Proceedings Project Evaluation 2016, pp 11–19 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By F. S. Crawford

Companies which have been engaged in safety work for a number of years are becoming increasingly aware of the fact that it is not enough to supply guards for various pieces of machinery and equipment and to supply safety inspection to see that rules are being carried out. Studies of many safety organizations have demonstrated that the accidents which could have been prevented by proper guards constitute only a small percentage of the total acci- dents, and amount to perhaps not more than 15 per cent. Evidently, if success is to be attained in preventing all accidents which it is humanly possible to prevent, a company must have the cooperation of every employee. Mining particularly presents probably the greatest hazards of any industry. Prevention of accidents. is made increasingly difficult because men often work alone, although generally in pairs, and only in the concentrated systems of mining do they usually work in groups of more than three or four. Supervision is difficult, therefore, and much reliance must be placed upon the individual workmen. In mining, as perhaps in no other occupation, it is of the greatest importance that individual workmen should receive continuous safety education. Within the last few years safety education has come to the front as one of the most important of accident-prevention measures, although it is true that its importance has been repeatedly stressed by the United States Bureau of Mines and other national safety organizations since the inception of the safety movement many years ago. A review of the safety educational methods of some companies in the Lake Superior district should be of interest. Perhaps better methods are in use in other parts of the country, but the methods shown have been instrumental in many cases in reducing the number of accidents. In one mine in the district whose methods are described the frequency of accidents has been reduced to zero within the last two years. A number of other mines in the district have recently gone into the class having no lost-time accidents for considerable periods of time. One company in the Lake Superior region, operating over 30 mines, succeeded during one month of 1930 in operating every mine without having a single accident which caused lost time beyond the day of the injury. Records like these are increasing in number, and while it is believed that they are the combined result of different means of safety activity, it is undoubtedly true that many of these results were obtained through safety educational methods.

Sep 1, 1931

By Larry M. Southwick

There have recently been executives at major metals companies who have recommended that Greenfield Projects not be pursued. Greenfield includes not only new geographical locations, but also new technologies and new types of feed materials. In the middle part of the 20th Century, two such projects were successfully commercialized to recover nickel from Cuban lateritic ores. One project (at Nicaro) used the Caron ammonia-ammonium carbonate leach and the other (at Moa Bay) a high pressure acid leach. How both of these projects dealt with these Greenfield issues will be reviewed, based on the original reports that described the research and development of the plants. This study will include a review of the critical ore characterization and sorting issues, as well as the extractive metallurgical, product recovery and equipment selection and sizing problems and how they were solved at each stage of project development, from laboratory through one or more pilot scale plants to start up and operation. In one case, a major revision of the plant was made after several years of operation to correct operating, equipment selection and materials of construction problems that hindered economical operation. These descriptions will provide a guide through the complicated and critical issues that in recent times have caused many companies to give up on similar development. Even with the more advanced analytical and computational tools available to today’s mineralogists, engineers and metallurgists, the basic concepts with which these projects successfully addressed their sets of problems are still required. In addition, upper management, now perhaps further removed from hands-on experience than was common then, will see how complicated problems require intense and detailed effort to avoid failure in the field and capital blowouts. Build it and we will make it run, kicking the can down the road and borrowing operating and design concepts incorrectly on technological issues, or nine year olds on a sugar high making financial decisions are not philosophies by which to succeed with Greenfield Projects.

Jan 1, 2014

Water quality standards for some of the substances likely to be discharged to natural waters by the mining industry are discussed. After briefly examining how uses of water can be affected by discharges, standards for suspended solids and turbidity, pH, and toxic materials are considered. Heavy metals are examined in some detail because of recent public concern regarding their discharge. Caution is given in connection with their analysis at the very low concentrations required for management of natural waters. Finally, the issues of what constitutes a water right concentration compliance breach, and the appropriateness of biological monitoring as a condition on a water right are raised.

Jan 1, 1986

By AIME AIME

THE Engineering Education Committee of the Institute convened at the Engineering Societies Building on Feb. 18, .1929, with. E. A. Holbrook, dean of the Schools of Mines and Engineering, University of Pittsburgh, in the chair. STATISTICAL' STUDY OF STUDENTS IN MINING The first paper, a statistical study of the students enrolled in courses leading to a mining degree in 40 institutions, was presented by H. D. Keiser,, assistant editor of the Engineering and Mining Journal; who gave a brief outline of an article he was about to publish in ?that journal?. The complete article appears in the issue for March 30; 1929: To avoid repetition the results are summarized as follows: A request was sent to 42 institutions which give courses in mining' for the number of students enrolled as freshmen; sophomores; juniors, seniors and special students in mining for the years 1925-26, 1926-27, 1927-28, 1928-29. Two of these colleges replied that there were no students in mining. Students' enrolled in courses in metallurgy, geology and engineering, other than mining, were excluded from the statistics:. The statistics received were arranged in, four groups, according to the completeness of the information. One complete group of 25 institutions 'shows as follows:

Jan 1, 1929

By G. Drennan, A. Cameron

"South African mining operations depend on the skilled professionals produced through the tertiary education sector. In geoscience courses at the University of the Witwatersrand, which lead into the mining sector, there has been a significant increase in student intake over the past 15 years. This increase has been characterized by a radical shift in demography: in classes where white male students once formed the majority, black female students are now in the majority. This demographic shift appears closely linked to policies addressing issues of social justice and transformation in post-apartheid South Africa. We document this change and consider the role played by employment equity legislation (as in the Mining Charter) and corporate social investment strategies in the mining industry, notably through bursaries offered to black female students. We also look at the changing needs of the industry, where the critical need for managerial skills, not just technical knowledge, is highlighted through data from surveys of past students and industry managers. Our findings indicate the need for a curriculum adjustment to meet these changing requirements, as well as more rigorous selection criteria for bursars than simply gender, race, and appropriate matric results. IntroductionThe South African economy has historically been linked to mining and the exploitation of mineral resources. South African mining operations are dependent on the professional labour that is produced through the tertiary education sector, with critical thinking, teamwork, and the art of negotiation having been identified as the crucial skills required for this industry (Sideropoulos, 2014). Over the past three decades the South African system of education has gone through a period of dysfunction that it is struggling to rectify (Maphai, 2014). This has impacted on the levels of academic preparedness of students applying for places in higher education. Concurrently, government and university policies have widened access to higher education in response to the need to address issues of social injustice and transformation related to South Africa’s history of apartheid. As a result, the number of students admitted to universities has increased dramatically. In the School of Geosciences at the University of the Witwatersrand (Wits), the increase in student numbers has been accompanied by a significant change in demographics: classrooms which in the past were dominated by white males have given way to classrooms in which black females are often in the majority. This demographic shift is related to legislation such as the Mineral and Petroleum Resources Development Act and the Broadbased Socio-Economic Empowerment Charter, developed to reshape the socio-economic and equity frameworks of the country (Botha and Cronje, 2015). Requirements aimed at transformation in terms of management, skills development, and employment equity, together with corporate social investment (CSI) requirements, have resulted in bursaries being made available to attract students from designated groups, which in turn has increased the number of black students, and notably black female students, taking courses in geosciences. However, due to the economic downturn, instability in the mining industry has recently resulted in the downsizing of some mines, with international investors pulling out of South Africa. This instability resulted in devastating strikes across all sectors of the mining industry (Stewart, 2013) and in Marikana, an important platinum mining area, the strike culminated in a deadly shoot-out between miners and police. The resulting tensions spilled over into the gold mining sector, resulting in further strike action, shaft closures, and retrenchments. These challenges have implications not only for the mining industry in South Africa, but for the tertiary education providers whose graduates would have been absorbed into the mine-related workforce."

Jan 1, 2017

By Alan R. Gadberry

To resolve drilling and blasting problems, rather than treating symptoms and allowing problems to grow, the mine operator needs to change the way he operates. When a mine operator discovers a drilling and blasting result that he doesn't like, it is easy for him to think of that disappointing result as a problem. More often than not, however, that result is only a symptom of a problem, and the real, underlying problem cause can be seen when the operator looks in the mirror. Symptoms and problems relating to drilling and blasting are resolved when the mine operator makes appropriate changes in the way he manages his operations.

Jan 1, 1985

Jan 1, 1994

By Earl A. Berry

Someone once said, "The safest mine is one in which no one goes into." We all recognize this as being perhaps wishful thinking. We also recognize in it a certain amount of truth and an ultimate goal if we are optimistic. All of us are aware of the many things that have been done, are being done and will be done to reduce manpower in mining. For those of us; who are optimistic about this ultimate goal it would appear from the records-we are more than well on our way to the so called safest mine. Let us see what has been done in the past 20 years. T e period from 1935 to 1956. For example in the coal mining industry: In 1935 there were employed 462,903 men who produced an average of 805 tons per man per year or 4.50 tons per man per day. In 1955 there were employed 225,093 men who produced an average of 2,064 tons per man per year or 9.84 tons per man per day. There are no comparable figures compiled for the metal mining industry as a whole that can be broken down in this manner. However, from examination of figures available for different groups in metal mining there is a trend similar to that in coal mining. No-dbout the above figures reflect the intense development and perfection of machines and mining systems to tear out, transport and process our mineral wealth. The figures also show the mining industry has been able to double its production and at the same time reduce its manpower by half. When you compare the number of men employed today with the number which would have been employed 20 years ago to gain todays production at that time it become apparent that greater safety has been accomplished. For example the years 1935 to 1956 for all mining show. In 1935 there were approximately 649,226 men employed in mining and reports show 1,399 fatalities and 74,913 non-fatal injuries. In 1955 when there were 313,883 men employed in mining 496 fatalities and 25,365 non-fatal injuries were reported. To have produced the same tonnage of material in 1935 that was produced in 1955 it would have required the employment of approximately 1,298,452 men. 2,798 could have been fatalities and 149,826 could have had non-fatal injuries. You can now measure the full impact of what has been accomplished in the past 2o years by the aggressiveness of mine management, the wizardry of our engineering personnel and the thoughtfulness and devotion of our safety people and their programs. Therefore, there is a trend towards the goal of our opening statement. We whoare toptimistic believe this trend will accelerate at a-faster pace. Why? Because anyone engaged in the mining industry today can well afford to invest a minimum of $30,000.00 in capital equipment todisplace the labor of one man. This fact alone is a terrific incentive for mine management to apply and manufacturers to develop equipment of a type to get the men out of the mine. Now you can determine this problem not only becomes one of safety but also one of economics, When productivity is stepped up and manpower reduced management is learning the hard way what it means to them; in the profit and los s column when a few minutes of delay or downtime of costly machines and processes occur. They have learned that fast and efficient communication systems are the best means of combating breakdown, delays, bottlenecks, supply problems, the saving of lives and property and increasing production. One large western metal mine was able to increase Its tonnage by 4000 tons a day by using modernup to date electronic type communication system. The National Coal Board of Great Britain recently allocated 45,000,000.00 to study and develop faster and more efficient communications when a survey indicated what a serious bottleneck poor communication in their present systems of mining turned' out Lobe.

Jan 1, 1958