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By Alfred C. Lane

Reference to the original use of the terms Laurentian and Huronian (and its extension), shows that the former was applied to granitized sedimentary and metamorphic pre-Cambrian rocks, and the gneissoid igneous rocks associated therewith, and the latter to non-fossiliferous rocks supposed to be later. But it appears from the work of Collins, Quirke and others that there is more or less of an overlap, and that of the original Laurentian the Grenville limestone, and some of the granites, may be later than the lowest part of the original Huronian. Before we can decide whether to abandon one or the other of the two terms, or how to delimit them, it is important to know the extent of this overlap. The Pb :U ratio, though not to be depended upon too minutely, does give a real idea of the age of a mineral as it increases with the decay of uranium, and so is greater the longer the time since the uranium was separated: and there are reasonable prospects of help there from in getting a knowledge of the relative age of different granites to assist in solving the problem, as facts already collected show. 1. Historical review of the use of the words Laurentian and Huronian: 2. Difficulty encountered: 3. Popular account of atomic disintegration: 4. Methods of estimating age by it: 5. Applications.

Jan 1, 1925

By O. Schnake, M. Isakson, C. A. Landolt

The paper presents the conceptual basis for the development of an Activity Based Costing system (ABC) for the analysis and estimation of process costs in mining and metallurgy. In particular, it discusses three major thrusts towards attaining increased efficiency in extraction and processing systems: (a) understanding the link between process and expenses, (b) identifying the chemical and physical factors that govern process costs and ( c) using process and cost models of the production systems. The authors have developed computer techniques to analyze data from conventional accounting and apply them to the development of process based ABC systems. The cost causing activities are linked to management units patterned after the organizational structure of the production system. All costs are associated with specific process functions such as charge preparation, smelting, refining, etc. The level of detail is determined by the quality of data available in conventional accounting systems. The system permits data analysis of historical cases and the projection of costs for new production schemes. Results can be presented in various levels of aggregation, following organizational and/or functional structures. The outputs of the system are tabular and graphical, typically following Pareto analysis concepts.

Jan 1, 2007

By A. Lane

Africa is ripe with opportunity for the mining industry. The continent has large, and relatively unexplored mineral deposits, and recent high economic growth rates have meaningfully improved the political, economic, and infrastructural environments. However, these opportunities are accompanied by significant risks, including resource nationalism, uncertain regulation, corruption, and continuing political instability (up to and including war). Forward-looking companies actively manage these risks by creating a sense of shared purpose with the countries and communities that own the resources, using tools such as stakeholder analysis, local narratives, scenario planning, and constituency engagement. They also measure socio-economic impact to insure the creation and demonstration of shared value.

Sep 1, 2012

By T. A. Rickard

It has been stated, by Sir James M. Barrie, that "the man of science appears to be the only man who has something to say, just now-and the only man who does not know how to say it". The friendly jibe of the novelist contains enough exaggeration to make it humorous to the followers of Huxley and Spencer; but could any litterateur poke similar fun at the exponents of the avowedly utilitarian branches of science-the men of technology-without suggesting an unpleasant truth? Indeed the engineer does bungle language deplorably. He makes a fetish of efficiency, yet he shows no regard for the effective use of one of his most important tools-the pen; he believes devoutly in accuracy, yet he employs an instrument of precision as carelessly as a small boy handles a gun. This inconsistency may be due to causes such as were indicated by the Academic Senate when it undertook to explain the defective writing of the; students in this university.* The Senate suggested that the student is "constantly subjected by his environment to the unedifying influence of myriad examples of poor English", and that he is also affected by "a certain public prejudice against correctness of expression ". With these statements most of us will agree. Our local newspapers, for instance, tend to spoil the student's taste for good English; later in life, as an engineer, his daily contact with illiterate men inclines him to careless speech and slovenly writing. As

Jan 1, 1931

By John Mills

THREE case histories from professions other than engineering will serve to introduce ideas basic to this discussion. Case (1) Date, about 1900. A young man, B. D. from a three-year graduate course in a prominent divinity school, was for two years a successful pastor of a small church; then friction over theological matters arose with a fundamentalist deacon of the "Bible belt" type. He resigned, returned to his university for a four-year medical course, interned for two more, and thereafter was successful and apparently happy as a physician. We may assume that he was converted in early adolescence and vowed himself to service as a minister. Acceptance of his announced career by parents, friends, and teachers plus his own determination confirmed his choice until illiberal criticism threatened his usefulness and he awoke to the fact that his inner needs were not along the direction in which inertia and his conscience had constrained him.

Jan 1, 1947

Agenda ? Introduction ? Inmet?s Operations and Closed Properties ? Inmet?s SECA Philosophy ? Inmet?s SECA Framework ? The Business Case for TSM ? Inmet?s TSM Reporting ? Inmet?s 2004 TSM Performance ? Opportunities for Improvement ? What Have We Learned From The TSM Process So Far? ? Summary Introduction ? Inmet has evolved into a strong TSM supporter ? Inmet is confident that TSM can be successfully and cost effectively implemented by smaller companies ? Inmet?s reporting on economic, environmental and social performance was raised significantly in our 2003 Annual Report ? a signal our commitment to good performance and improvement in these areas ? Our 2004 Annual Report has been further enhanced with the inclusion of our TSM performance

Apr 1, 2005

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. We commonly consider conflict in a two-party sense, but this deeply over-simplifies the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. Conflict is commonly considered in a two-party sense, but this can deeply over-simplify the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By Eugene McAuliffe

AS anthracite is no longer used to a marked extent by the rail- ways of the United States (1,513,000 tons in 1933), that portion of the mining industry engaged in the production of bituminous coal is, and will continue to be, the one chiefly concerned with the future use of its product by the railways. In a period such as the present, when all enter- prise is unsettled, when fundamental principles of industrial management and control are being swept aside or else changed overnight, it is difficult to predict what will happen. The relation between the total production of bituminous coal and the volume consumed by the steam rail- ways of the United States, Classes I,

Jan 1, 1936

By L. C. IlsLey, E. J. Gleim

The extensive use of pulverized coal for fuel in industrial plants has brought to the front again a question that heretofore has been considered only a mining problem, namely, " Can coal dust be ignited by an electric arc ? " If it can be so imited, the next logical query is , "under what conditions can such ignition occur ? " In view of the new problems relating to pulverized coal installations , and because of occasional mine disasters attributed to ignition of coal dust by electric arcs , it seems advisable to review the work done by Thornton and Bowden with electric flashes in coal dust , and to report two preliminary investigations conducted by the Bureau of Mines .

Jun 1, 1922

By Darrell E. Young

This presentation will define what talc is, how it is mined and processed, and how talc is used in the paper industry. It will also give you some idea about who Luzenac America is and from where it came. Luzenac America was formed in July, 1992 as a result of the acquisition of the talc assets of Cyprus Minerals by RTZ of the United Kingdom. Cyprus Industrial Minerals was then merged with the other RTZ talc interests under the Luzenac name. Luzenac is a town in the Pyrenees of Southern France -and the home of Talc de Luzenac, RTZ's first talc acquisition. The Luzenac Group is the largest talc producer in the world.

Jan 1, 1993

By Dermot M. Ross-Brown

The objectives of this generic study were to use numerical modeling techniques to determine under what conditions seismic waves generated by an earthquake might cause instability to an underground opening, or cause fracturing and joint movement that would lead to an increase in the permeability of the rock mass. In general, the study showed that moderate earthquakes (up to 0.41 g) did not cause instability of the tunnel or major fracturing of the rock mass. An artificial rock-burst tremor with high accelerations, however, was found to be amplified around the tunnel, and fracturing occurred as a result of the seismic loading in salt and granite. In shale, even moderate seismic loading resulted in tunnel collapse.

Jan 1, 1981

By Gabriella Vaschetti, Pascual Perazzo

A paper presented at Perumin 35 in 2022 described the concepts and a state-of-the-art system with extruded curbs and PVC anchor wings, adopted among others at the first four stages of Las Bambas tailings dam in Peru, discussing how upstream geomembrane water barriers can mitigate the numerous issues, including environmental aspects, of tailings dams’ design and operation. This paper, beside presenting a summary of what has been carried out so far at Las Bambas, amplifies the subject, presenting the results by means of the data of the leakage monitoring system, showing that the flow monitoring data at the downstream toe are seasonally consistent, and in alignment with design predictions.

Sep 29, 2023

By D. R. Willmer, E. J. Haas

"DISCLAIMER The findings and conclusions in this paper are those of the authors and do not necessarily represent the views of the National Institute for Occupational Safety and Health. Reference to specific brand names does not imply endorsement by the National Institute for Occupational Safety and Health. ABSTRACT This study analyzed the publicly available health and safety policies of 26 mining companies to determine the quantity of health and safety (H&S) practices that mining companies encourage in relation to the Plan-Do-Check-Act cycle. A thematic content analysis of the policies identified elements and practices within the text. On average, companies communicated information on about 7 elements (range 1–14, standard deviation = 3.49) and discussed 15 practices (range 2–34, standard deviation = 9.13). The elements in which companies highlighted the most practices were risk management, emergency management, leadership development, and occupational health. A discussion of the policy trends shows areas that mine sites can improve upon within their Plan-Do-Check-Act cycle, in addition to encouraging the use of both leading and lagging indicators to manage health and safety performance. INTRODUCTION Mining companies and their employees are expected to identify and manage risks at their worksites to ensure the health and safety (H&S) of everyone at the site. The primary mechanism in place to control these risks is a company’s health and safety management system (HSMS) (Boyle, 2012). Broadly, an HSMS is a set of standard, interrelated, and interacting elements used to promote and achieve occupational H&S goals (ANSI/AIHA Z-10, 2012; BS OHSAS 18001, 2007). The practices conveyed within an HSMS are expected to minimize incidents, injuries, illnesses, and even save worker lives (Alsop and LeCouteur, 1999; Arocena and Núñez, 2010). In the United States, both the Occupational Safety and Health Administration (OSHA) and Mine Safety and Health Administration (MSHA) regulate and encourage aspects of an HSMS (US Federal Register, 2011, 2010). Many HSMS documents (i.e., Chemical Industries Association, 1995; Health and Safety Executive [HSE], 1995; International Labour Office [ILO], 2001) attribute the source of their basic management system to Deming’s Plan-Do-Check-Act (PDCA) model of continuous quality improvement and organize their practices within this cycle (Johnson, 2002). The PDCA cycle is a well-adopted approach in health and safety management and promotes continuous learning and adaptability (Robson et al., 2007)."

Jan 1, 2018

The profitability of individual ore blocks can be classed as clearly profitable, clearly not profitable, and those in between which are by nature quite sensitive to their major cost and revenue drivers. It is often the case that the most effort goes into the least profitable ore blocks to ensure that these will in fact not generate a loss. In these cases a cut-off grade policy is often not sufficiently live to separate individual sources given the volatility of financial markets and individual circumstances of some sources particularly in remnant operations such as Mount Isa MinesÆ Lead Mine. Standard sensitivity analysis can determine which factors stope profitability is most sensitive to. However, this does not usually indicate the likelihood of any input change, nor the combined effect of multiple inputs changing. The author attempted to modify the Lead Stream financial model that determines cash margin by inserting probability distribution functions and then using Monte Carlo simulations to determine the probability of any particular ore block making a profit. This effectively demonstrates the combined effect of varying a number of inputs simultaneously to provide a probability of making a profit. The limitations of this analysis lie in the accuracy that individual probability distributions can be specified. Attempts to generate valid functions from first principles have proved difficult for a number of reasons and these are discussed along with some practical alternatives.

Jan 1, 2002

This paper describes the development of an approach to sustainable development for application at the feasibility study stage for a proposed bauxite mine near the community of Aurukun, south of Weipa on the western coast of Cape York Peninsula, Queensland, Australia. The general environment for development was complex in all dimensions. In particular, the socio-demographic profile of the Aurukun community (population 1200) characterised it as being amongst the most disadvantaged communities in Australia. The traditional owners of the area, the Wik and Wik-Way people, were at the forefront in the efforts of Indigenous people in Australia to secure land rights over the past 30 years, and they had previous experience negotiating an Indigenous Land Use Agreement (the Western Cape Communities Coexistence Agreement) with Rio Tinto Alcan, the operators of the Weipa bauxite mine. Through this they had shown a well-founded sense of entitlement with respect to the development of resources on their traditional land. The Queensland State Government had recently cancelled an existing mining lease over the bauxite resource as the holder of the tenement had not fulfilled the terms of a development agreement that had been in place for 30 years. The Government was anxious to avoid any future æbankingÆ of the resource, and had decided to offer tenure to the resource on an international competitive basis, subject to the requirements of the Commonwealth Native Title Act 1993. This would require a negotiation process with traditional owners and potentially involve companies with whom the traditional owners had no existing relationship (typically developed during the projectÆs exploration phase) and who possibly had no project development experience in Australia. As well, the State Government envisaged an approach to development that drew on the significant work that industry and other stakeholders had undertaken over the previous ten to 15 years, commencing with the mining, minerals and sustainable development (MMSD) process. This work was aimed at rectifying acknowledged deficiencies with industry recognition of stakeholder interests, in particular with respect to environmental management and socioeconomic development. The approach adopted aimed to define the strategic community interests and sustainable development outcomes to which the development of the resource would be expected to contribute, and to embody these within an easily usable management structure that could be applied to each stage of project development from feasibility study through to mine closure. The logical framework (AusAID, 2006; ICMM, 2005) was the management tool utilised to order the identified interests and desired outcomes. The structure included components aligned with the key areas of development interest expressed by the community, and the initial baseline sustainable development plan (SDP) developed established component objectives, outcomes, indicative outputs and activities for the feasibility stage of the project. This established an objective framework to guide potential bidders when developing their response to the State GovernmentÆs Request for Proposal. The paper will describe the evolution of the competitive process and the parallel process for development of the SDP. While the institutional environment was politically and socially complex, the use of simple visual representations of the environment and the analysis and ordering of issues, objectives and criteria through methods such as stakeholder analysis and the logical framework approach, enable the development of a dialogue on the contribution that the development of a mining project can make to sustainable community development, and for the development of an agreed program of community support to capture the contribution. The use of the logical framework was found to have good functionality for plan development. Achieving plan outcomes though, is highly dependent on the skill of key project personnel in facilitation, team building, conflict resolution and leadership, as well as their ability to influence the behaviour of key stakeholders with the capacity and authority to require the integration of local economic development criteria in to key project development decisions.

Jan 1, 2009

By T. A. Rickard

Technology has no recognized rank in what is called polite literature; the subject-matter of engineering is not supposed to lend itself to artistic treatment; we are the hewers of wood and drawers of water to the high-priests of learning that live on the cold summit above our humbler dwellings. Therefore the hierophants smile at the notion of 'style1-" that curiously personal thingy-in technical writing. The "great art" of Pater, the "inevitable phrase" of Raleigh, the "note of distinction" that Arnold demanded are said to be beyond the scope, as they are supposed to be beside the need, of a writer on geology or engineering. This is a narrow view. Science, no less than belles lettres, calls for the best exercise of the human intelligence; the art of writing should be employed as skilfully and as earnestly in a description of the structure of the Sierra Nevada, or of the construction of a tunnel through the range, as in a rhapsody welcoming the rosy fingers of the dawn. The idea still lingers that fine writing does not befit technology, even though the masters of the Victorian period-Huxley, Tyndall, Ruskin-proved that science is worthy to be arrayed in the best robes that the looms of thought can weave. At the beginning of these lectures I quoted Barrie's remark touching the inability of the scientific man to express himself. That imputation has been passed to the technologist, whose utilitarian pursuits are supposed to make him too clumsy for the refinements of human speech. We may not have acquired the self-consciousness of those writers on Art whose "power of expression is so cultivated that their sensual caterwauling may be almost mistaken for the music of the spheres"; nor can we imitate the politicians, who have the ability to speak far beyond anything that they may have to say; but we too have a litera-

Jan 1, 1931

Satisfactory means of managing growth in boom towns is a concern in mineral, energy and other large industrial developments. This session will include examinations of socioeconomic impacts, major issues such as social disruption, case studies, methods of managing growth, and concerns involving Indian lands. Innovative methods will be offered to assist the public, government, and industry in finding solutions to managing growth in rapidly growing communities.

Jan 1, 1979

By Henry P. Cole

A comprehensive review of published research was carried out to identify methods for teaching and assessing critical but nonroutine skills needed for coping with emergency situations. Specific methods for assessing critical skills proficiency in aviation, medicine, organization management, the military, and other industrial/technical workplaces are described. The potential application of these methods for teaching and assessing (1) critical first aid and (2) self-rescue and escape skills to underground coal miners in annual refresher training is explored. Research and development activities that may improve mine health and safety training are suggested. Most of these research and development activities were completed later in the project. This additional work is reported in the project technical report #2 and the final report. The research reported in the present document was completed in 1984 -85. Many of the initial findings reported in this document are updated in the later project final report.

Jan 1, 1988

By Scott Lawson

BOB FALCONER: Our next topic leader is Scott Lawson. Scott is manager of human resources for Independence Mining Company, Cripple Creek and Victor Gold Mining Company, Victor, Colorado. Scott has 25 years of human resources management experience in the mining industry, surface and underground, precious and base metals. His topic this morning is "It's the Employee That Counts." SCOTT LAWSON: When reviewing the topic of productivity in a union versus nonunion workplace, we need to look at who, and not what, can make the difference in ensuring the success of a production-oriented operation. It's not explicitly whether the property is unionized or not, but whether the employee team (including the "management group") is working together to accomplish common, shared, and meaningful goals. The bottom line is what action or actions can be taken to develop trust and to strengthen working relationships that challenge and compel employees to willingly share their particular areas of expertise. I want to share a real-life experience that happened to me during the summer of 1961. Perhaps some of you will be able to relate to the following story. I was an 18-year-old fresh out of high school, ready for my first true work adventure. I found summer employment for myself and two friends with the New York Central Railroad in Cleveland, Ohio. Our jobs were as laborers, laying ties and rails, and unloading ballast. We made $2.62 an hour. We were fat cats! My friends and I took on the job with a great deal of vigor, to the dismay of our fellow workers. These workers were unionized by the Railway Workers, which I believe were affiliated with the Teamsters. Talk about being naive, we wrote the book in 1961. When we took the jobs, we did not realize the employees were represented by a union, even though we didn't think they worked too hard. Within our first two weeks of work, we established new daily records for laying virtually twice as many ties as had been standard, and we nearly tripled production by the end of our hall of fame railroad careers. We even took naively to the next level by lining up the ties for our afternoon work shift during our lunch break. In 1961, we thought we were the Mantle, Maris, and Colavito of tie laying. For the younger set in the audience, we would have felt like the McGwire, Griffey Jr., and "The Big Hurt" Thomas of tie laying. A section of the union contract allowed for a 60-day probationary period during which the employee was evaluated and also exempt from joining the union. I will venture to say that, to none of your surprise, on day 60 we were asked to join the union, and on

Jan 1, 1998