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By J. F. K. Brown, E. E. Roecker

For three years The Hudson Coal Co. has used egg anthracite instead of coke in its foundry cupola. It has long passed the stage of being told it cannot be done—the metal would be cold, of poor quality, or the speed of operation would be low. From observation, from use and from test. we know that our metal is about average; the cast iron invokes no adverse comment from the machine shop and the speed suits our foundry requirements. We have there-iore resolved into practice anthracite combustion processes in an industrial furnace formerly using coke, under conditions suitable to our needs. When it comes to translating what we know into use in another cupola, however, where operating conditions may be different, or to explaining why, with seemingly the same conditions in our own cupola, we have attained sometimes a temperature of 2800° in the metal and at another time 2600°, or a speed of 5 tons per hour against 2 35 tons per hour, we cannot do it. We cannot do this because there seems to be an unbridged gap between laboratory ideas on combustion and practical ideas on com-bustiqn, which we have been unable to cross in terms understandable to us as practical consumers. This gap or bridge centers around the problem of how combustion actually takes place; and we believe it is controlled by two factors: (I) the character of the surface of the fuel and (2) the space provided and needed within which the oxygen of the air is allowed to or can act on that surface. It has long been contended on behalf of coke that porosity is an important factor in combustion, although, admittedly, there are two schools of opposing thought on this question, as revealed in technical literature. It has been understood generally that a light, porous coke is the best metallurgical fuel because there are more square inches of carbon exposed to the blast of air, therefore more useful carbon-dioxide reactions can take place in the given space between the entrance of the air and the point where useful work is done. It is now our general idea that the heavier and the harder the coal, the better the metallurgical fuel, provided the surface of that fuel is suitable for fast reaction with the oxygen. Time and Space A cupola is loaded in layers of fuel and iron. The horizontal line where the first charge of iron rests on the coal is the top of the bed coal. With us that is 22 in., usually, above the tuyeres where the air enters. This means 600 lb. of coal. Every subsequent coal layer is 100 to 125 lb. of coal, and that 100 to 125 lb. of coal melts 1000 lb. of iron at around 2700° in the ladle. This quantity of coal represents a 3-in. layer spread across the cupola. The question arises: If this 3 in. of coal will melt 1000 lb. of metal, why was it necessary to use 600 lb., or 22 in., of coal beneath and between the first charge of iron and the air entrance?

Jan 1, 1944

By E. E. Roecker, J. F. K. Brown

For three years The Hudson Coal Co. has used egg anthracite instead of coke in its foundry cupola. It has long passed the stage of being told it cannot be done—the metal would be cold, of poor quality, or the speed of operation would be low. From observation, from use and from test. we know that our metal is about average; the cast iron invokes no adverse comment from the machine shop and the speed suits our foundry requirements. We have there-iore resolved into practice anthracite combustion processes in an industrial furnace formerly using coke, under conditions suitable to our needs. When it comes to translating what we know into use in another cupola, however, where operating conditions may be different, or to explaining why, with seemingly the same conditions in our own cupola, we have attained sometimes a temperature of 2800° in the metal and at another time 2600°, or a speed of 5 tons per hour against 2 35 tons per hour, we cannot do it. We cannot do this because there seems to be an unbridged gap between laboratory ideas on combustion and practical ideas on com-bustiqn, which we have been unable to cross in terms understandable to us as practical consumers. This gap or bridge centers around the problem of how combustion actually takes place; and we believe it is controlled by two factors: (I) the character of the surface of the fuel and (2) the space provided and needed within which the oxygen of the air is allowed to or can act on that surface. It has long been contended on behalf of coke that porosity is an important factor in combustion, although, admittedly, there are two schools of opposing thought on this question, as revealed in technical literature. It has been understood generally that a light, porous coke is the best metallurgical fuel because there are more square inches of carbon exposed to the blast of air, therefore more useful carbon-dioxide reactions can take place in the given space between the entrance of the air and the point where useful work is done. It is now our general idea that the heavier and the harder the coal, the better the metallurgical fuel, provided the surface of that fuel is suitable for fast reaction with the oxygen. Time and Space A cupola is loaded in layers of fuel and iron. The horizontal line where the first charge of iron rests on the coal is the top of the bed coal. With us that is 22 in., usually, above the tuyeres where the air enters. This means 600 lb. of coal. Every subsequent coal layer is 100 to 125 lb. of coal, and that 100 to 125 lb. of coal melts 1000 lb. of iron at around 2700° in the ladle. This quantity of coal represents a 3-in. layer spread across the cupola. The question arises: If this 3 in. of coal will melt 1000 lb. of metal, why was it necessary to use 600 lb., or 22 in., of coal beneath and between the first charge of iron and the air entrance?

Jan 1, 1944

By Henry J. Sandri

ACQUISITION JUSTIFICATION There are many reasons why companies consider acquisitions as a means to expand their operations. Some wish to reduce the impact of business cycles on their businesses. Others seek firms within the same industry for expansion and increased market share. Still others diversify in order to avoid takeovers. Whatever the reasons or justification, an evaluation of an acquisition candidate should be systematic and thorough. To many financial managers the concept of a systematic acquisition evaluation indicates the need for a regular set of evaluation criteria. While these are available from numerous sources, one basic parameter frequently overlooked is the application of these criteria to an industry which is different from the acquirer. This becomes particularly important when evaluating firms within the mineral industry. The mineral industry is significantly different from other industries to require different valuing techniques. • This paper will present a number of reasons why an acquisition candidate in the mineral industry should be evaluated differently from other acquisitions, including by other mineral firms. Additionally, this paper will review the most appropriate means of valuing a mineral firm. • Firms considering the acquisition of a mineral firm should understand the nature of the industry before ever making a tender offer. Some of the general considerations include the following: • Level of Capital Intensity: In the mid-1980's the start up cost for a gold mine has been between 20-200 million dollars and 500-1,500 million dollars for a bauxite operation. • Global Nature of Competition: Except for certain industrial minerals, most minerals and metals are traded worldwide and many on national exchanges, such as COMEX. • Start-Up Time: Many mining operations in developed and developing countries have long lead times, 7 to 10 years in some cases, prior to the start-up of production. • Long Term Nature of Investment: For most mineral operations payback usually occurs at least 7 years after production has started. Additionally, many mining operations will continue producing for 80-100 years. • High Level of Risk: The number of factors that a mining firm cannot control such as grade, volume, world supply and demand, plus the long payback periods tend to classify mineral firms at a higher than average risk compared to other investments. • Cyclical Nature: The mineral industry is cyclical in nature, experiencing long troughs and explosive peaks, thus making timing a critical issue. • Labor Intensive: Even with the large capital requirements needed to operate a mine, most mines are labor intensive in proportion to their capital equipment. • Location: Obviously, the nature of this industry requires operators to work in difficult locations, frequently far from civilized localities, in poor weather conditions and without proper supply and distribution infrastructure. One of the most important considerations is an understanding of asset replacement and asset value. Unlike manufacturing concerns, firms in the mineral industry are working toward the elimination, through depletion, of their asset base. Product flexibility is not available to a mining operation. A mineral firm basically has two options as its resource base is depleted: 1) replace the asset with new production, or 2) deplete the asset and close down operation, as in the South African gold mining model referred to later in this paper. An understanding of the

Jan 1, 1985

By J. D. Cooner

SINCE my working life of 32 yr has been spent in and about the anthracite mines of the Hudson Coal Co., and the previous 4 yr in a college school of mines, I can write best about the safety program of a coal mining company. However, most of the suggestions, statements and practices mentioned herein are applicable to the members of a safety organization and program of almost any industry. It is realized that industrial officials actually interested in real safety work are fully acquainted with the requirements of a practical safety program. Therefore, for such persons there may be nothing new in this paper. The Hudson Coal Co. of Scranton, Pa., employs 7,000 men and produces 5,000,000 tons of anthracite annually at nine collieries scattered for a distance of 40 miles throughout the Lackawanna and Wyoming valleys of northeastern Pennsylvania. For the past 17 yr of the above mentioned 32, I have been engaged in safety work as a safety inspector, assistant mine superintendent, and at present the safety engineer. I have also had the privilege of visiting coal and metal mines in other parts of the United States and Canada. We Americans are the most careless people in the world. If any one doubts this statement why are 100,000 of our people killed accidentally annually? Or why during the almost four years we were engaged in World War II were more of our people killed accidentally at home than were killed in our army, navy, marine corps, coast guard, and other services during the same period? We are careless everywhere in our homes, on the highway, at work and at play. The purpose of this paper is to outline the requisites of a safety department and its program to stop the accidents occurring to employees at work in mines or industrial plants. The first requisite for a safety program is that the management must be convinced of the need and value of a real safety program. By "management" is meant each department head from the president down. Otherwise a good safety department with a good safety program will not succeed because it will not have the proper personnel and equipment to work with, its rules and regulations will not be enforced, and the members of the safety department will be belittled in the eyes of most of the workmen and supervisors. Next, a safety engineer and his inspectors should have worked in the production end of the mines as workmen and also in an official capacity. They are then in a position to have practical and first hand knowledge of the accident hazards of the industry, how to prevent them, and in general the problems of both the workmen and officials. Some men are appointed as safety inspectors when they are physically unable to carry on as mine officials. Such men may know the safety end of the industry and even be safety-conscious, but if they are physically unable to be mine officials they are also physically unable to be safety inspectors, as a safety inspector in our mines must walk from 2 to 4 miles on each daily inspection-and visit each working

Jan 1, 1948

By J. D. Cooner

Since my working life of 32 yr has been spent in and about the anthracite mines of the Hudson Coal Co., and the previous 4 yr in a college school of mines, I can write best about the safety program of a coal mining company. However, most of the suggestions, statements and practices mentioned herein are applicable to the members of a safety organization and program of almost any industry. It is realized that industrial officials actually interested in real safety work are fully acquainted with the requirements of a practical safety program. Therefore, for such persons there may be nothing new in this paper. The Hudson Coal Co. of Scranton, Pa., employs 7000 men and produces 5,000,000 tons of anthracite annually at nine collieries scattered for a distance of 40 miles throughout the Lackawanna and Wyoming valleys of northeastern Pennsylvania. For the past 17 yr of the above mentioned 32, I have been engaged in safety work as a safety inspector, assistant mine superintendent, and at present the safety engineer. I have also had the privilege of visiting coal and metal mines in other parts of the United States and Canada. We Americans are the most careless people in the world. If any one doubts this statement why are 100,000 of our people killed accidentally annually? Or why during the almost four years we were engaged in World War II were more of our people killed accidentally at home than were killed in our army, navy, marine corps, coast guard, and other services during the same period? We are careless everywhere— in our homes, on the highway, at work and at play. The purpose of this paper is to outline the requisites of a safety department and its program to stop the accidents occurring to employees at work in mines or industrial plants. The first requisite for a safety program is that the management must be convinced of the need and value of a real safety program. By "management" is meant each department head from the president down. Otherwise a good safety department with a good safety program will not succeed because it will not have the proper personnel and equipment to work with, its rules and regulations will not be enforced, and the members of the safety department will be belittled in the eyes of most of the workmen and supervisors. Next, a safety engineer and his inspectors should have worked in the production end of the mines as workmen and also in an official capacity. They are then in a position to have practical and first hand knowledge of the accident hazards of the industry, how to prevent them, and in general the problems of both the workmen and officials. Some men are appointed as safety inspectors when they are physically unable to carry on as mine officials. Such men may know the safety end of the industry and even be safety-conscious, but if they are physically unable to be mine officials they are also physically unable to be safety inspectors, as a safety inspector in our mines must walk from 2 to 4 miles on each daily inspection and visit each working

Jan 1, 1949

By John D. Janak

Thank you for inviting me to come here and be your keynote speaker. Texas also thanks you for being included as part of the Rocky Mountain Coal Mining Institute. We'll kind of think of Texas as Baja Rocky Mountains. I've always wondered why coal miners were the only people to go to the mountains in the summer time-and now I know why. The program committee should be given a big hand for selecting this RESORT. And the golf course is stimulating to say the least. This is a very beautiful location. I was asked to talk about CHALLENGES, OPPORTUNITIES and INNOVATIONS as they affect the coal industry. I am going to do that from a Texas perspective. But first, since Texas is the newest state to belong to the Institute, I would like to give you a little background on how our coal industry got started and where we are at today. The vast majority of our coal is called lignite-it has a little lower heating value than most other coals and ranks somewhere between buffalo chips and sub- bituminous. Lignite is found In three geological formations running Northeast to Southwest through South and East Texas. In-place reserves lying within 200 ft. of the surface total 14 billion tons. This slide shows the lignite formations with cur- rent mine operations colored in RED. Mines that are planned to be built in the next 10 years are shown in BLUE. Lignite was used mostly by settlers in Texas during the 1800s. It was used as a fuel to fire locomotives during the Civil War. Between 1900-1930, about 100 mines, mostly underground, were operating in Texas producing lignite for home heating and as a boiler fuel. Here are some slides showing underground access, [lie tipple used to process the lignite, and the underground workings. This is the "BIG LUMP COAL COMPANY" as shown here. The typical underground mine was 100-150 ft. deep and each miner produced 7-10 tons per day-all by hand. In 1926, the Texas Power & Light Company built the Trinidad Power Plant and began using lignite as a boiler fuel. The lignite was mined by the McAlester Fuel Company at the nearby Malakoff Mine. Here are some slides showing a stripping shovel at Malakoff uncovering lignite. The lignite was loaded into railcars in the pit for transport to the power plant. This is a picture of the Trinidad Plant which had two 20 MW units and one 32 MW unit. At the time, Trinidad was the largest power plant in the United States using lignite exclusively as a fuel. Trinidad operated until 1942 when it was converted to natural gas that was sold to the plant for 3 ½ ¢ per MMBT'U. The mine closed after having produced 7 million tons. Lignite was mostly forgotten about until 1953 when Alcoa started an aluminum smelter. Our Company formed a subsidiary called Industrial Generating Company to operate the power plant that furnished electricity to the smelter. We also operated the nearby Sandow Mine that supplied lignite as a fuel to the power plant

Jan 1, 1989

By T Goldsmith

The mining industry is cyclical, but those are more than normal business cycles. In the early 2000s the industry saw the start of China as a game changer for the mining industry which lead to catch phrases like ‘stronger for longer’ and even ‘stronger forever’. Enter the global financial crises and the more recent slow-down in the Chinese economy and confidence that the future is bright has dimmed! This paper looks at the long-term forces that are likely to impact the global mining sector and explain why the industry has an excellent future. However, the industry is not without its many challenges and while demand may be in a prolonged step change, the ability to generate profits will depend on the fitness of each asset and company.The author also discusses the hated terms of ‘boom’ and ‘bust’ and considers how the industry can reduce them, but normally exacerbates them. The ability of the junior sector to raise funds being a primary example and one that remains closed to all but the very best exploration assets. There is also consideration of Australia’s position as a mining country in the future world.CITATION:Goldsmith, T, 2014. The future of the global mining sector, in Proceedings Ninth International Mining Geology Conference 2014 , pp 15–20 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By P D. Munro

"This is a reprise of the paper ‘Back to the Future – Why Change Doesn’t Necessarily Mean Progress’ presented to the Tenth Mill Operators’ Conference in 2009. It was observed that the ‘boom and bust’ cycles of the industry, together with trends in tertiary education and the effects of fly-in fly-out (FIFO) operations raised serious questions about the sustainability of human capital in the mineral processing sector.In 2016 we find ourselves in a ‘bust’ after enjoying a decade of the longest commodity price ‘boom’ in a century. In the ‘boom’ did we:make any technological breakthroughs?put measures in place to improve our human capital, especially in the area of ‘professional formation’?The paper makes observations on the current performance of mineral processing engineers and the organisational milieu in which they operate. It questions whether mineral processing engineers are actually ‘adding value’ at some sites given their organisational and operational practices.Some technical trends are examined and what it might mean for mineral processing engineers.Given the above and demographic trends for mineral industry professionals, changes to the seemingly current laissez-faire model of professional development are proposed.Citation:Munro, P D, 2016. Back to the Future - Still on the Dark Side, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 341–348 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 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

By W. R. Chambers

A wide variety of mining conditions exists within the South Midlands Area and across this range of conditions more than one half of the mines are highly susceptible to spontaneous combustion. Two thick seams in which the greatest risk exists are described and illustrated. The different heatings which take place are categorized by the locations at which they occur in the mines: additional special cases not easily categorized by location are discussed separately. The discussion for each category of heating follows the pattern of: (i) the reasons why it occurs; (ii) when it arises the means by which it is fought, and (iii) the preventive measures taken in an attempt to avoid its occurrence. Relatively new factors which may affect the incidence of heatings are highlighted and suggestions are made which may assist in reducing the number of incidents in the Area. A new method of continuous sampling, analysis and recording is described and mention made of an original method of interpreting carbon monoxide results with the aid of the computer. The first results from this work show that an early warning is given of an adverse change in trend several weeks earlier than with the present methods. Lastly, suggestions are made about the direction in which research might proceed to assist in reducing the special hazards created by several features inherent in the present methods of mining.

May 23, 1905

By G Brooks

The control of phosphorus in steelmaking is one of the famous challenges of pyrometallurgy. It is well established that highly basic slags, the presence of FeO in the slag and lower temperatures (less than 1650°C) are favourable for phosphorous removal. The thermodynamics of this reaction have been extensively studied under laboratory conditions and the general trends confirmed through industrial trials. However, in general, phosphorus slag/metal distributions measured in industry are far from equilibrium and quite specific to the oxygen steelmaking technology being used. This variability was quantified by Urban, Weinberg and Cappel (2015), who found that the phosphorus partition ratio measured in plants varied with blowing practice, stirring intensity and even converter life. Some recent kinetic studies by Gu, Dogan and Coley (2017) have shown how the kinetics of these reactions vary with FeO content and dissolved sulfur at the droplet scale. A global kinetic model by Rout et al (2018) provides meaningful predictions of where dephosphorisation occurs in an industrial basic oxygen furnace (BOF) and some recent heat transfer modelling by Madhavan et al (2021, 2022) implies that temperature difference between droplets and slag has a role to play in explaining why equilibrium is not achieved. This paper will review the current state of knowledge and provide suggestions on predicting phosphorous removal for industrial operations and how greater removal could be achieved.

Jun 19, 2024

By Terzis D. PhD, Katterbach M.

While awareness around the environmental impact of existing grout materials and chemical binders is increasing rapidly, biotechnologies are growing traction as sustainable alternatives in groundwork operations. Herein we present the principles and application methods of bio-grouting. The term is used to describe a system which is based on soil, groundwater or marine enzymes which are able to catalyze the production of calcite replicating a natural phenomenon. The system’s end result are mineral crystalline bridges which act as binders to improve the geotechnical properties of soils. This paper presents a comprehensive description of bio-grouts, their underlaying mechanisms contributing to mineralization as well as environmental considerations. With their water-like rheology, bio-grouts have a wide application range and are minimally invasive, requiring only very limited injection pressures. The equipment is the same as that used in conventional cement grouting, and the reactant components are worldwide available or easily suppliable, which explains why bio-grouting has nowadays become a valuable and sustainable alternative towards efficient soil treatment. Recent developments in the last years have allowed to further increase the applicability and efficiency of bio-grouts to ultimately bridge the gap between research and practice. A case study is illustrated in this paper showing the successful implementation of bio-grout for the stabilization of weakly cemented sandstone to safeguard an adjacent road segment in Switzerland

May 1, 2022

"I have been involved in the refractory industry for many years and at some time or another I have designed materials, tested materials, manufactured materials, installed materials, in fact I have done everything except actually chemically analyzed a refractory material.So I would not even begin to tell you how to analyse a refractory material. I'm sure everyone here knows more about chemical analysis than I do.However you could regard me as a customer with and perhaps the insights I have developed may help in putting the role of chemical analysis in the Refractories into perspective.For a start, let's take a step back and ask why we test refractories. The refractories handbook of the American Foundry Association gives four reasons:1. To determine appropriate specification.2. For quality control, to ensure conformance to specifications.3. To provide special property information not available elsewhere.4. For postmortem analysis to determine property changes in service and provideinformation that can point the way to better service.I want to discuss these points with regard to the role of chemical analysis and in particular the abuse of in house chemical analysis facilities. Let me talk first about detelmining appropriate specifications. Most refractory products are made from alumino-silicate raw materials.The phase diagram for alumino and silica is as follows:"

Jan 1, 2014

By Mike Preston

Attrition scrubbers may not be glamorous, but they are an important and sometimes neglected step in mineral processing. Optimal attritioning will significantly improve the results and efficiencies of subsequent processing steps and can lead to reduced costs and improved product yields. Why is attrition scrubbing used? Attrition means to wear away a surface, typically by friction or abrasion. An attrition scrubber does exactly this, using impellers to force particles against each other, causing intense scrubbing, grinding, abrasion and polishing. This process is not a new concept. It has long been used in the glass industry to remove surface contaminants from silica. But it is also widely used in many areas of mineral processing and other applications including soil remediation and plastics recycling. In mineral separation, for example, the scrubbers help improve yield and efficiencies by preparing feed materials for downstream processes such as flotation, magnetic or electrostatic separation. Inefficient scrubbing can lead to coatings remaining on valuable minerals and decreased yields, as the covered minerals cannot be processed efficiently or are mistaken as waste contaminates and removed. In the example of flotation separation, pre-flotation conditioning uses attrition scrubbers to provide better recovery of minerals while using fewer chemicals. If surface contaminants remain on the mineral, yield is reduced, as the unwanted coating acts as a barrier to the reactants, which make it unfloatable and, therefore, unrecoverable.

Oct 1, 2013

By AIME AIME

COAL preparation will be the main topic discussed at the first fall meeting of the Coal Division at Pittsburgh, Sept. 11, 12 and 13, though valuation, mergers, safety, stream pollution and other topics will not' be neglected. It is particularly appropriate that the great changes taking place in preparing coal for the market should be discussed at length where in the plants of the Pittsburgh Coal Co. and others the opportunity is afforded to see on a large scale just what is being accomplished. In wartime, the United States broke all records in coal production, but, as the late Franklin K. Lane pointed out, every fifth car shipped consisted of dirt. Obviously that constituted a big bur- den on industry and, in the remaking of the business which is now taking place both in the anthracite and bituminous fields, clean coal has properly enough be- come a watchward. Central coal-cleaning plants are being erected as a part answer to the puzzled inquiry of those familiar with metal mining as to why miners of coal have so long been content with what are relatively small units of production. Gradually big collieries comparable in tonnage output to the biggest copper mines are being built, and excellent examples are to be seen near Pittsburgh. Even the age-long tradition of the coal operator in favor of the single shift is

Jan 1, 1930

By Donald F. MacDonald

THE cement plant nearest to Nova Scotia is not far from Montreal. Cement is a heavy product which, because of its relatively low value, cannot stand a high freight charge without unduly enhancing its cost. This is one reason why cement costs are high in Nova Scotia. The regular retail price per bag (8772 lb.) in Antigonish is 85 cents, which would be $3.40 per Canadian barrel of 350 pounds, or $3.65 per American barrel of 376 pounds.It is said that the lowest wholesale price in Halifax is 65 cents per sack, which would be $2.60 per Canadian barrel or about $2.80 per American barrel. According to U.S. Bureau of Mines statistics, the average factory price for cement in 1937 was $1.48 per American barrel, which is practically the same as the value per barrel indicated in Dominion statistics for the Canadian output during that year. The difference between $3.40 and $1.48 is $1.92. It is evident that the average user of cement in the Mari-times pays a stiff premium because Maritime cement raw materials have not been developed. Rock-wool, the manufacture of which is rapidly increasing in Ontario and the United States, is much needed for building insulation in the cold climate of Nova Scotia.

Jan 1, 1939

The basic make-up of the majority of currently produced bulk explosives has changed little in the last 20 years. These explosives would be described as mature in a life cycle analysis. Therefore these explosive products and the practical rules for their use are well understood and well established. In recent years there has been interest in low density explosives, predominantly due to ammonium nitrate shortages and the associated increase in the cost of explosives. In the use of low density explosives some of the practical rules for the more commonly used bulk explosives do not apply. Therefore a shift in the thinking among users is required. At a number of mines low density explosives have been trialled or are being used, utilising the practical rules that apply to bulk explosive products. This has led to poor blast results in many situations. These poor blast results have often then led to a reduction in the use of low density explosives at the mine. This reduction does not acknowledge the advantages that can be gained from this product in the area of reduced cost of mining. This paper looks at low density explosives and discusses how and why these products work. Included in the paper are some practical ideas and examples of how low density explosives can be effectively used at the mine site.

Jan 1, 2007

By Fabio Mielli

In these times of increasing costs and diminished returns, energy consumption is one source of savings that remains relatively untapped in the mining sector. Typically, 15% to 40% of operational costs can be attributed to energy in mining operations. This ?process variable? is a complex, multi-faceted variable that involves government regulations, societal pressures, cost and competitiveness. A mining company able to successfully embrace an energy efficiency program is more often than not a successful mining company. Production optimization programs, relatively common today, provide increased production, increased availability of assets and, in many cases, improved quality. They generally ignore the energy question altogether. Production Energy Optimization combines reductions in energy consumption with production improvements to reduce the cost per unit of production while improving emissions reporting. An energy strategy in mining and mineral processing operations is a critical component of Production Energy Optimization. This strategy must support the financial and operational integrity of the business. Developing a successful energy strategy requires a well structured approach such as following: ??Understanding where energy is being used and why, ??Recommending and implementing energy conservation measures, ??Driving visibility to targets and results, ??Re-evaluating continuously. The objective of this paper is to help you better understand the process, tools and technologies that enable mining organizations today to address energy and sustainability issues more tactically and proactively.

Aug 1, 2013

This report is in partial fulfillment of Contract S0241051 awarded to COMINEC on June 27, 1974. 'Me purpose of the work under this contract is to develop a conceptual design for an automated longwall mining system. The conceptual design will serve as the basis for future design and development of an automated longwall mining system capable of sustained production in excess of 2,500 tons per shift with reduced manpower which will ultimately be demonstrated in an area where conventional longwall mining has been successful. 1.2 DEFINITION OF THE PROBLEM 1.2.1 Why An Automated System The most obvious benefit of automation and remote control in a longwall mining system is the reduction of accidents consequent upon a reduced working force in the hazardous face areas. However, another important aspect of the problem is the skilled labor shortage which is being compounded by the need for vastly increased coal production. The United States coal mining industry had a working force of almost 600,000 miners in 1928 but was able to muster only 145,000 miners in 1970. The miners required to staff the additional working sections and the new mines necessary to meet our energy needs are simply not available. Only automation and remote control will permit a reduced work force with increased production by keeping the face equipment operating continuously.

Jan 1, 1975

This paper examines some of the important aspects of mineral taxation policies and practices, with reference to the mining tax regimes of selected Pacific Rim countries (see Tables 1 and 2). The following subjects are addressed:what is æmineral taxationÆ?, basis for mineral taxation, types of mineral taxes, objectives of the mineral taxation regime, best practices, and mineral royalties. Many countries, in some cases with the encouragement and assistance of international funding agencies, are actively assessing the international competitiveness of their mining tax regimes with a view to attracting investment. However, these countries recognise that the mining tax regime is not the only consideration that is taken into account by prospective investors. The countryÆs geological prospectivity, physical infrastructure, labour force, political risk, and regulatory system are also important factors in the investment decision making process. Although it is probably true that an attractive mining tax regime will not necessarily attract mineral investment, there is a real possibility that an unattractive regime can drive away investment. For example, Hugo Dummett, general manager for discovery at BHP, hinted recently that BHP could cease exploration in Russia in the absence of positive tax changes. Dummett is reported as saying that if taxes æend up being as onerous as they are now, we really have to rethink why we are hereÆ (Mining Journal, London, November 27, 1998).

Jan 1, 1999