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By Mary Ellen Bruce Large

"INTRODUCTIONIn partnership with California Department of Transportation (Caltrans), Federal Highway Administration (FHWA), and with support from International Association of Foundation Drilling (ADSC), Deep Foundations Institute (DFI) organized a workshop on quality assurance (QA) practices for acceptance of post-grouted drilled shafts in conjunction with DFI’s 40th Annual Conference on Deep Foundations. The 1½-day workshop was held on October 15-16, 2015 at the Oakland Marriott City Center in Oakland, CA.Post-grouting, in the context of this workshop and report, refers to the alternative design and construction of base-grouted drilled shafts wherein a grout distribution system is installed during construction and used to grout the base under pressure after the drilled shaft concrete has gained adequate strength, resulting in a stiffer axial-compression load-displacement relationship and additional possible ground improvement effects. The primary goals of the workshop were to•?Identify and summarize the state of the practice for design, construction, inspection, verification, acceptance criteria, reliability and performance of post-grouting.•?Identify gaps and needs in quality assurance that should be addressed for successful use of post-grouting.This report is structured to follow the workshop program: workshop presentations outlined the state of practice and views from owners, engineers and contractors on acceptance of post grouting methods for drilled shafts; and subsequent workshop discussions attended by a small invited group of participants focused on identifying areas of agreement and disagreement on post-grouting best practices, acceptance criteria, design and verification procedures, and inspection requirements. A partial list of attendees of the open and closed sessions is provided as Appendix A, and copies of presentations are included as Appendix B.FHWA and Caltrans are the primary audiences for this report, and its content will be used to develop a roadmap for deploying the findings into policy and practice. The secondary audience is the broader industry group, and the report content will be disseminated in a variety of formats."

Jan 1, 2016

By WALTON H. HAMILTON

THE demand for "production control" has, like the poor, been with us always. With the development of the nation, the accumulation of business experience, and a maturing understanding of how our many and varied industries work, it is increasingly evident that an uncontrolled output is a source of great mischief and that order and performance demand a control of production. To see clearly the demand for "production control" we must look in detail at the ways in which industries operate. General pictures, grand aggregates, situations as "wholes," and smoothed curves are likely to be deceptive. An industry may seem to keep the even tenor of its ways, and yet the establishments which made it up may experience a great range of fortunes. A nice bundle of statistics may show in the aggregate a lovely regularity which is not shared by the firms which make up a trade. An industry may appear to be reasonably profitable, and yet the profits may be very unevenly distributed. The people in an industry, and dependent on it, are managers, laborers, stockholders, creatures of flesh and blood, such as you and I. General pictures and abstract statements must not blind us to what is happening to firms, corporations and individuals.

Jan 1, 1929

By C. M. Campbell

The Inconceivable Wealth propaganda goes on apace. Premier King, at Vancouver, has stated that we still have, untouched, natural resources, "beyond the wildest dreams." Principal Currie, in an address before the Canadian Society in New York said that Canada's resources, "are as yet merely scratched and it is not possible to compute her almost fabulous natural wealth." Mr. Meighen, in the last election campaign announced that, "under the providence of God, Canada is more richly endowed, perhaps, than any other country in the world." Four years ago a despatch was sent to Premier King "on behalf of" this Institute advising him that "Inconceivable Wealth" in minerals in this country was assured. This was made as a statement ~f "incontrovertible fact." Specifically, this despatch stated that this wealth was on such a scale that the mining industry would in the future lead all others in this country. This inventory is still in effect as far as this Institute is concerned.

Jan 1, 1926

By CVB Cunningham

"The Kuz-Ram model as originally proposed included an error in assuming that the mean fragmentsize predicted by Kuznetsov’s equation was actually the 50% passing size. In 2003 Spathis began discussions on this issue and recommended correcting the equation. The correction produced more fines in the predicted fragmentation, which had been a criticism of some users of the original model. Ouchterlony subsequently showed that the error had, if anything been beneficial, and that the Swebrec function adequately covered the fines. This author shows that the Spathis correction does not assist the fines correction in examples examined, but tends to underestimate coarser fractions. An intrinsic problem of communication between academics and engineers is a root of misunderstanding on both sides, and requires patience by both parties to enable value to arise."

Jan 1, 2016

By S D. Cummings

"CRACKS CONCERN CORPORATION" Was the headline on the front page of the Terre Haute Tribune Star, March 1994. Having spent several years following up on blast-induced damage allegations made this article especially interesting. Knowing that there were no operating mines within 30 miles of this newly built, yet to be occupied building, also made the reading more enjoyable. The article went on to read, "Vigo County school officials have asked architects to find out whether some cracks in walls at the new school are due to NORMAL settling or if they indicate serious structural problems." It is obvious that if there were a mine within "Feeling" distance, blasting and the operator would have immediately become suspect as at least one of the potential causes. More alarming is that the investigation may have stopped there.

Jan 1, 1995

By W. F. Scott, K. L. Somerville

"This paper outlines the development and inplementation of functional training at the Thompson Mine of Inco Metals Company, Manitoba Division. This training is an extension of similar methods implemented throughout the company to meet safety and health and productivity objectives. It consists of the orientation to the mine, induction in the basic mining skills, and specific training in drilling and other skills in the mine. Initial results indicated a positive effect on the safety performance and proficiency of the mine workforce.IntroductionThe primary mining method at the Thompson Mine is mechanized cut and fill, with secondary recovery of pillars by undercut and fill . These methods require a workforce of about 900 hourly operating employees to obtain capacity production of 6500 tons of ore per day.Historically, turnover of mine employees has been high and large numbers of new recruits are introduced to the mine every year. These men are recruited primarily in Manitoba, but also from distant areas of Canada; most of the se people have no previous mining experience.Training has always been an important component of mine operations. Mine supervisors and experienced miners have committed an appreciable amount of time and effort to training these new recruits. As well, training efforts have been directed toward upgrading the skills of experienced workers.Recently, a growing awareness of the significance of this training effort and its impact on accident frequency, productivity, turnover and other important parameters of the mine operation has led to a review of training methods. The training program described in this paper has resulted from this review."

Jan 1, 1981

By C. Peter Hayes

The world continues to change and with it the supply of minerals and metals, the location of centres of production of primary metal and the increasing levels of metals and materials recycling. New technologies are being developed to meet the ongoing search by industry for lower costs, cleaner production and new markets. To keep abreast with these changes, and to utilise fully, the potential benefits of these technical advances, the industry will need a professional workforce having different knowledge, skills and professional attributes than in the previous millennium. What are these skills and attributes? How to best attract and develop the metallurgists of the future, and provide for the ongoing educational and research needs of the industry?

By CIM Environmental, Social Responsibility Society

Within the mining industry, the pathway from exploration, to planning, construction, operation and closure has become more complex over the last few decades. The current financial, environmental and social influences present the mining industry with unprecedented challenges and opportunities. In addition, international environmental and social reporting standards and codes are becoming increasingly robust. The reporting requirements provide an added impetus for issuers to effectively manage environmental and social impacts and risks. Reporting requirements also provide the opportunity to be transparent. The intended audience for these Environmental, Social and Governance (ESG) Guidelines for Mineral Resource and Mineral Reserve Estimation includes practitioners, industry participants at all levels of skill and experience, corporate management and board members, government agencies, academic institutions and interested parties. For practitioners, this document provides underlying key principles of environmental, social and governance practices. The ESG Guidelines provide guidance for those using environmental, social, governmental and governance information when preparing and implementing mineral exploration programs and contributing to the preparation of mineral resource and mineral reserve estimates for mineral properties that are either at the study stage (i.e., scoping / preliminary economic assessment, pre-feasibility, or feasibility studies) or in operation. The guidelines can also be used to help mineral resource and mining companies apply good practice to manage their environmental and social risks and opportunities. Companies can identify and retain appropriate professionals to prepare environmental and social materials to support company studies. The guidelines are also a resource for companies developing effective environmental and social management strategies at any project stage. This document is not intended to be prescriptive and is not intended to provide exhaustive guidance on what to consider in terms of environmental, social, legal and governmental modifying factors in the preparation of MRMR estimates. Rather, it is intended as general guidance to assist companies and practitioners in considering and applying these modifying factors for MRMR estimates. This document is also not intended to guide environmental and social impact assessment (ESIA); however, the measures needed to manage impacts help inform the constraints and costs for defining mineral resources and mineral reserves and inform the costs and schedules of mineral project studies. All documentation of MRMR estimates made by an issuer and intended to be, or reasonably likely to be, made available to the public in a jurisdiction of Canada must comply with the requirements of National Instrument 43-101 Standards of Disclosure for Mineral Projects (NI 43-101), as amended from time to time (Canadian Securities Administrators, 2016a and 2016b). Disclosure is not addressed in these ESG Guidelines. Determination of what to include in disclosures is defined in the applicable Securities’ legal frameworks. Appendix A presents a summary table showing the linkage of the principles and topics in these ESG Guidelines to the potential effects on project costs, schedules, government permits and approvals, social licence to operate and financing.

Sep 8, 2023

By Heather Wright

Shovel operators are one step closer to having a better tool to operate and monitor their equipment. The development of a unified shovel interface is proceeding into phase three, focused on producing a standard application programming interface (API) for connecting onboard devices. This solution will positively impact safety, performance and productivity, and is the result of collaborative work driven by the Global Mining Standards and Guidelines Group (GMSG). Proof of concept revealed During the spring of 2013, Peck Tech Consulting was engaged to develop the working proof of concept (POC) software implementation, which integrates multiple vendors? systems into a single interface using one-to-two displays. As a result, the GMSG developed a functioning, manipulatable, unified shovel interface proof of concept and unveiled it at the World Mining Conference in August in Montreal. The proof of concept effectively provides a unified operator interface that pulls together the many divergent systems onboard large shovels.

Mar 1, 2014

By W. Missildine, J. K. Hrica, I. Benbourenane, T. J. Orr, J. L. Bellanca

Each year, haul truck accidents account for a large portion of mining injuries and fatalities. To better understand why these accidents continue to occur, researchers from the National Institute for Occupational Safety and Health (NIOSH) utilized a cognitive task analysis methodology to identify the user requirements of surface haul truck operators and assess differences in perceptions between operators, managers, health and safety professionals, trainers, and maintenance personnel. Additionally, researchers used the critical decision method to focus on better understanding the cognitive demands, decision-making, and problem solving during nonroutine incidents. The preliminary results of this study identify and explore themes within the broad categories of hazards, skills & expertise, and training and provide detailed accounts of nonroutine incidents such as near-misses, loss of control, and collisions. These accounts reveal insights into operator decision making and event progressions that can then be used to build more realistic training scenarios and address hidden hazards and root causes of these incidents. These results, along with potential solutions offered by study participants, can inform future research and help identify creative interventions that can be used by mine operators to address haul truck safety issues

Mar 2, 2022

By Charles Catlett

(Chattanooga Meeting, October, 1M.) THE terms " developed " and " undeveloped " are necessarily relative and cover a wide range; but the latter is here applied to cases in which the information at hand falls short of a clear demonstration of values, and conclusions must be reached from a study of the geological conditions of the particular deposit, interpreted in the light of similar and closely related deposits. Such an inquiry might be characterized as an effort to reach reliable conclusions from insufficient data. But the engineer engaged in commercial work finds himself often face to face with apparently such problems; and while he may realize with regret that a small amount of intelligent development would add enormously to the value of his conclusions, he is compelled to recognize the demand of a business situation for a prompt decision as the basis of immediate action. In a case within my knowledge, the question involved was the purchase of 50,000 acres of coal-land, and 10 days was the limit within which this question must be decided. Of course, it was impossible to make a satisfactory examination within that time; but the 'instructions were "to make the most complete examination and the most positive recommendation possible." Such instructions are often given; for, no matter how much time an investor may have, he is likely to put of his decision until the last moment, and then discover that he needs more light and advice. It does not follow that engineers, after full explanation and mutual understanding of the situation, should decline to undertake examinations thus limited. In the case just mentioned, while only the broadest view was possible, half the time available was sufficient to show that the property was a good purchase. The timber alone was subsequently resold for more than the entire purchase-price of the

Mar 1, 1909

By John S. Carman

Our industry is in trouble. Real trouble. It has never been an easy, secure business. But to-day it is engulfed in revolutionary currents. No longer can there be reliance upon the checks and balances of market forces. Supply and demand largely dictated the economics of business enterprise in simpler days. To-day politics, in particular nationalism become increasingly dominant. And as governments expand and put out tentacles of interference in the direction of the mining industry, far too little understanding is evidenced as to how that industry works. Then there is something which is relatively new -stagflation. As the prices of minerals falls, the capital investment required for new extractive facilities soars at rates which far outdistance those which are cited by governments to indicate the magnitude of inflation. To illustrate; 1) In 1971 it was calculated that $355 million would be required to bring the Cuajone property in Peru into production. Five years later that stage was reached at a cost of $680 million. 2) With the Caridad mine in Mexico, estimated capital investment doubled between 1971 and 1976. 3) The requirements calculated for Cerro Colorado in Panama have risen in two years from $560 to $800. 4) The budget of $240 million for Sar Chesmeh in Iran in 1971 had become $500 million by 1976.

Jan 1, 1977

By L. Bloch

Most mine safety initiatives in South Africa are doomed to limited success because of one simple fact: they are a-historical and un-cultural and do not deal with the serious ?legacy issues? that still negatively impact on safety, production, and relationships. We in the SA mining industry continually use imported, foreign safety concepts and systems that will not work fully in a South African context. ?The 4th Wave: Culture-Based Behavioural Safety?, as developed by Lance Bloch, an international award-winning clinical psychologist with 12 years? experience in the mining industry - focused mostly on Platinum - is making waves. He has been very successful in creating people-centred, empowered, high-performance safety cultures wherever he has worked. Not only does the 4th Wave transform the corporate culture of a mine, improving safety and production and building an environment of Ubuntu, but it also uses people?s cultures as a means of winning hearts and minds in the battle for safe production. Powerful relationships are built through engagement at all levels, leading to all being focused on the best needs of the company and its constituents as a whole. The programmes are no less than nation-building - something most necessary in the industry, with the pressures from community, unions, the DMR, and politicians. This presentation will describe and discuss the 4th Wave as an advance on previous safety technology and programmes, as particularly relevant to platinum mining in South Africa today.

Jan 1, 2012

For too long we, as an industry, have borne the brunt of irrational claims, poor science and even worse, journalism with regards to our affect on the environment. To some of us, the overwhelming media attention on greenhouse warming, the polluting outputs of mineral processing or unthinkable depletion of natural resources has left us embarrassed and more unfortunately has turned bright young people away from a career in the minerals industry.This paper shows the hypocrisy associated with an element of the green movement and dispels some general myths on mining disseminated by radical environmentalists.The fallacy of the greenhouse warming effect will be scrutinised by common sense and the mining industryÆs use of land will be discussed and put in proper perspective.Problems associated with safety and emissions and the means to overcome such are discussed briefly.

Jan 1, 2004

By K. H. McDaniel

People are our most valuable resource. It is as true today as any point in mining history as we face unprecedented personnel shortages aggravated by a workforce that is aging, significant generational gaps and difficulties recruiting younger professionals all amidst increasing global mineral demand. The educational system has a similar, but slightly contrary problem. Many historically strong mining engineering programs have died. Now, fewer mining oriented universities are trying to produce more students in order to meet the demand. Moreover, their situation is aggravated by a similarly aging workforce, a general lack of mid-career PhD?s with the interest and field experience to teach effectively, an extremely slow hiring and funding process, and an inability to be competitive against private industry compensation packages. The traditional instructional model, while not necessarily broken, is most certainly dated, and can penalize programs and students where schools do not have in-house expertise in a given topic. Mining companies, like Rio Tinto, have the opportunity, if not necessarily the obligation, to positively influence how this model works. Educational Partnerships may be the key. This paper will address some observations, and possibilities, associated with Rio Tinto?s efforts in this area.

Feb 23, 2014

This paper has been developed for æThe Race for SpaceÆ conference. It ranges over various aspects, all of which are within the umbrella of marketing. The question is posed because many engineers, tunnelling and other specialisations, frequently demonstrate an unwillingness to embrace marketing. The accurate reply is probably à ænot an engineer!Æ The paper identifies some of the possible explanations for this reply. The vast majority of the themes, ideas and principles are based on more than 25 years actual experience for the author with Engineers, Tunnelling and other disciplines. This experience has been gained with leading consulting engineering practices; some of the worldÆs largest construction contractors together with other organisations employing engineers in the public, private and tertiary sectors in the UK; US; Europe; the Middle East and throughout Australia and New Zealand. Experience has been gained in design offices; head offices and construction job sites in four contrasting continents. The most significant themes developed throughout this paper are as follows:æLetÆs go and do some ærealÆ work and leave the marketing to others!ÆæMarketing is just a æsoftÆ option and neither technically based nor true management!ÆNIMBY-ism (Not In My Back Yard) so leave well alone!Engineers regularly confuse services marketing -v- product marketing à a useful cop out, or a genuine cry for help?Marketing databasesæLetÆs get rid of the term æsellingÆ and replace it with the more acceptable à and less distracting for tunnelling engineers à 'marketingÆDistinction between benefits and features à in The Race for SpaceSales Comprehension Test, Benchmarking TestJack WelshÆs æmost difficult decision for a CEOÆHarvard Business ReviewÆs (HBRÆs) formula for performanceMany engineers are losing the balance in their lives Sustainable development and engineering æQuality work doesnÆt mean quality serviceÆMajor recommendationsRecommended references

Jan 1, 1999

By H. Sevim

Belt network simulators developed in the last two decades are reviewed. Critical parameters in belt network design are identified, and the capabilities of belt simulators in providing values of these parameters are investigated. An alternative design model that optimizes values of the critical parameters is introduced. To illustrate the capabilities of the alternative model, a real life case is treated and the outcomes are discussed.

Jan 1, 1990

By Aaron Jones, Guy Reed, Russell Frith

"In 2017, one of the international authorities on coal bursts, Dr. Chris Mark, published a paper entitled “Coal Bursts that Occur during Development: A Rock Mechanics Enigma,” in which several relevant technical issues were identified, the most pertinent being:i.whilst development coal bursts are commonly associated with geological faults, understanding which specific faults result in burst-prone development mining conditions and why, remains undefined.ii.conventional wisdom in relation to strong roof and floor geology of the coal seam might be limiting, based on certain burst examples in Colorado.iii. development coal bursts can occur without the local ground stresses being substantially elevated from their in situ levels.This paper outlines what is considered to be a credible, first-principles, mechanistic explanation for these three current development coal burst conundrums by reference to early published coal testing work examining the significance of a lack of “constraint” to coal stability and an understanding of how very specific structural geology and other geological features can logically cause this to occur in situ, albeit on a statistically very rare basis. This basic model is examined by reference to published information pertaining to the development coal-burst that occurred at the Austar Coal Mine in New South Wales, Australia, in 2014 and from the Sunnyside District in Utah, USA.The “cause and effect” model for development coal bursts presented also offers a meaningful explanation for the statistical improbability for what are nonetheless potentially highly-destructive events, being able to explain the statistical rarity being just as important to the credibility of the model as explaining the local conditions associated with burst events.The model could also form the basis for a robust, risk-based approach utilising a “hierarchy of controls” to the operational management of the development coal burst threat. Specifically, these include the use of pre-mining predictions for likely burst-prone and non-burst-prone areas, the use of the mine layout to avoid or at least minimise mining within burst-prone areas if appropriate, and finally the development of an operational Trigger Action Response Plan that reduces the likelihood of inadvertent roadway development into a burst-prone area without suitable safety controls already being in place."

Jan 1, 2019

By H. P. Cole

Methods for increasing compliance to medical and health regimens were reviewed along with similar research in industrial and mine safety. Principles abstracted from both areas suggest that compliance with health and safety practices is improved when: (1) Workers are cooperatively involved with management in setting safety goals and planning for their achievement, (2) the program has the support of workers, supervisors, and management, (3) specific tasks responsible for injuries are targeted, (4) company organizational policy, educational, and behavioral programs work together toward the same goals, (5) workers and supervisors are frequently informed about their degree of correct task performance, and (6) programs are monitored by the frequency of correct performance of targeted tasks, (the means to lowered accident rates) rather than by lowered accident and injury rates themselves (the goals for safety programs.) Safety programs that incorporate these principles increase persons' adherence to specified health and safety practices and subsequently decrease injury rates. It is recommended that: (1) a group of experts be convened to study the application of these principles to coal mine safety programs, and (2) a short course for safety trainers be developed to demonstrate how these principles can be used to strengthen existing mine safety programs.

Jan 1, 1985

By Knud Sinding

Mining firms are widely criticised for their adverse impacts on the environment. At the same time many firms in the industry devote extensive resources, both financial and managerial, to the reduction or elimination such impacts. Very considerable improvements have been made, although these are sometimes overshadowed by a few high-profile accidents, such as the occasional collapse of a cyanide-containing tailings dam. In parallel, much effort is also directed at projecting a positive environmental image, as witnessed by extensive environmental reporting, both on paper and increasingly through web-platforms. Mining projects today almost invariably involve some form of environmental protection. In industrial countries regulations in this area are extremely stringent, as is enforcement. In less well developed countries, regulation and enforcement may be weaker, but firms are in many cases and for a number of reasons committing themselves to high levels of environmental protection, even if they might get away without doing so. Research in the area of environmental performance of mining firms has so far paid much attention to concepts such as sustainability indicators and the sustainability of individual firms. Given the still raging debates about the appropriate way to determine the degree to which any given firm is sustainable (Welford 1995) as well as the usefulness of what will in the final analysis be a value judgement, anyone on the sidelines of the debate will come back to the fundamental issue, how is knowledge that a particular firm has been judged ?sustainable? going to be made use of. This issue remains unresolved, which may explain the lack of progress in formulating a useful definition of a sustainable firm The question addressed in this paper is not so much about what firms are doing on the ground or in any particular case of environmental protection, but more in the subsequent use of these efforts - and by extension - on the overall direction of corporate environmental strategy. The fundamental problem facing all mining firms is that they cannot easily benefit from unilaterally reducing their environmental impact. The firm can of course avoid liability and keep a variety of stakeholders happy and hence experience lower costs of obtaining the [input] resources they need (in a broad sense, not just minerals), but this represents only part of the opportunities available form pursuing an environmental strategy (Reinhardt 2000). The other part, which may have an enormous potential, involves the concepts of competitor management and product differentiation. The logic of keeping stakeholders happy has been most forcefully argued by Pfeffer and Salanchick (1978) who link the behaviour of firms in all domains to their ability to obtain the resources they need, at a cost that is lower than it would otherwise be (Pfeffer & Salanccik 1978). Several varieties of strategy can be included under this heading, including cost reduction and risk management. The alternative logic is to convince customers that they want to pay more for minerals supplied by mining firm X or directly attributable to mine Y, or by making all mineral users pay more. These two strategies, which may be referred to as product differentiation and competitor management, respectively (Reinhardt 2000) are related to the demand side of mineral supply, whereas cost reduction and risk management are related to the supply side. Mining firms have not pursued the demand side very much, if at all. This is probably due to the extreme difficulty of moving mineral products, bulky and unglamorous as they are, away from their

May 1, 2003