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By M. M. Rajkovich, J. J. Zaluski, S. J. Gardner

The telephone rings at 3:20 a.m. and an exasperated voice on the other end says, “There’s been a mine explosion at Mine No. 5 and we have not heard from three units of men!” Twenty-three minutes later, the phone rings again and another panicked voice says, “There’s something wrong at the slurry impoundment, the pool level has just dropped five feet and we’re trying to figure out what’s wrong!” Thirty minutes later, the mobile phone rings and an excited security guard says, “We have reports of thick black water running down both the right fork and left fork of Straight Creek and both seem to be rising in the banks!” As if this isn’t enough excitement, the mobile phone rings again and a stressed company official says, “I just heard a report that black slurry is running out of the portals of XYZ Company No. 2 Mine, which is adjacent to our No. 5 Mine!” Is this all some kind of dream or nightmare? More importantly, however, if this could happen, what on earth do you do? Although we all like to think that “It can’t happen to me,” we all must admit that mine explosions do happen, slurry impoundments can rupture and creeks can flood with black water causing damage to others, including competitors. Your response must be quick, cool-headed, calculated and effective. This paper will examine the issues, concerns and ramifications of this hypothetical “disaster” and then present a systematic crisis management response. While each situation is different, there are general guidelines for forming an effective plan of action.

Jan 1, 2003

Societal expectations about how the industry operates and treats its people will be a key driver in the development of the Australian mining industry over the next 20 - 30 years (Moffat, Mason and Littleboy, 2009). Understanding these expectations will be critical in maintaining what much of the minerals industry calls its 'social licence to operate', or its public acceptance or approval. Yet what constitutes this social licence is poorly articulated, with little published research exploring the concept at a local operational level or at the national level in Australia or internationally. This research aimed to explore the societal expectations of the mining industry in Australia and test a participatory methodology to articulate them. Three workshops were conducted with a sample of 24 members of the 'Australian voting public' to explore community objectives for the onshore exploration and mining industry, and the underlying expectations for how the industry should operate in the future. Qualitative analysis of this data revealed three overarching objectives for the onshore mining industry held by participants. They thought that the industry should: advance Australia's national interests (including social well-being); minimise environmental impact, and; act in a socially responsible manner. Within each of these three key themes, or objectives, a number of tensions were evident in the views of participants regarding the trade-offs they are willing to make to secure economic benefit from mining, as well as the basic conditions for socially acceptable mining. These data provide an insight into the conditions for a national social licence in Australia for the mining industry, and the means for its realisation.

Jun 1, 2010

By W. R. Ingalls

THE main objective of everybody, individually and collectively as the people of nations, is to earn their living and improve the scale thereof as much and as rapidly as possible. We are able to earn" our living only by working and producing. We I are able to rise to higher standards of comfort only by increasing our production of goods, or diminishing the waste of those that we do produce, or both. This statement is trite. It is equally trite to dwell upon the importance of increased production to be derived from increased efficiency of labor and improved manage-ment; and the good results that would accrue to every-body if employers and employees would work together to secure the maximum of production at the minimum of cost. All of this is nothing more than platitude, to which every intelligent person subscribes in the abstract; but what concerns us especially, and what is neither so easy nor so understandable, is to translate the expres-sion of the abstract principle into formulas for action. The national net income obviously may be increased in two ways, or by both together. One is to diminish the waste of the goods that we already have made available. The other is to increase the supply of goods. .Increasing the supply of goods may involve the elimina-tion of waste, but a distinction is to be drawn between the waste of things that we have and the failure to obtain those that we might have. If we limit the term "waste" to the careless and profligate use of the materials that have come into our possession, together with the absorption of labor in doing obviously unnecessary things; and if we character-ize by the term "inefficiency" the failure to accomplish in our industrial operations the best of which we are capable, we shall create a distinction that will be pro-motive of clear thinking. In this paper I am going to deal with inefficiency, not waste, observing the distinc-tion, arbitrary if you please, that I have made. Without any doubt the greatest inefficiency that exists in our economic affairs is that which causes hundreds of thousands, perhaps millions, of men to be idle a good deal of the time. The major reasons for such idleness are two-fold. One of them is the conse-quence of what for convenience may be called business cycles, although I do not hold to the hypothesis of business cycles as it is now being rather widely expounded. That hypothesis involves the idea of rhyth-mic undulations due to causes unknown, but which it is hoped may be ascertained. The movement of busi-ness in waves up and down is undeniable, but that there are recurrences of cycles every so often is purely imag-inary, I think. It is unnecessary-to digress into that subject. The extents of the rises and falls above and below a median line undoubtedly is less than is commonly supposed.

Jan 3, 1922

By B Clements, G Lane

The operations and project environments are very different, but overlap in many areas. The development of mineral processing projects is goal oriented, is schedule focused and is a contractual environment. The operating environment for a mineral processing plant is oriented around longer-term commitments, focused on delivery against budget expectations, and an environment heavily influenced by long-term personal relationships, community relationships, and people issues.Further contrast is evident in the way expenditure is managed. Projects commit large amounts of money quickly to meet schedule-based objectives. Operations manage expenditure to minimise operating costs and are able to, or are forced to delay decisions on large expenditures. However, these two environments need to come together in many ways, ranging from greenfields plant handover to a new operations and maintenance crew, to day to day interaction and management of brownfields projects, often in close proximity.This paper considers the different perspectives people bring to projects and early operations, including the advantages and disadvantages of æoperationsÆ input to a project and models for managing value adding during project development, implementation and debottlenecking.CITATION:Lane, G and Clements, B, 2012. Operations versus projects - How do people think and what are the implications?, in Proceedings 11th AusIMM Mill OperatorsÆ Conference , pp 11-16 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By Michael J. Brnich

Since 1991, Pittsburgh Research Center (PRC- formerly part of the Bureau of Mines) researchers have recorded extensive interviews with 30individuals who are experts in the area of mine emergency response. These individuals, who have an average of 35 years of mining experience and 29 years of mine emergency response experience, related stories and observations from events that they experienced during their combined 850 plus years in mine emergency response. The purpose of this effort was to gather information that could be passed onto both today?s and tomorrow?s mine emergency responders to train and guide them in handling future events. This is the second of two articles which report experts responses to questions about training for future mine emergencies. During the interviews they discussed how training should be conducted, who should be trained, and what topics should be included. This article will cover the third area: Topics that should be included in training for mine emergency response managers.

Jan 1, 1997

By P Thwaites

The mining industry uses many types of mineral and metallurgical plants to produce saleable product from ore mined. Plant design history has left current operations with a mixture of manual operation and various forms of automated process controls. Consequently, we typically see high-variability in the continuous operations together with a shortfall in the attainment of full capacity or higher utilisation of consumables.At a level of best practice, ‘operational performance excellence’ focuses on process control, using automation and control systems to deliver process optimisation. This more sophisticated delivery is a great deal more difficult than the first stage of equipment selection/installation. It includes the appropriate selection of the right instrumentation and control system, key process knowledge, individuals with a solid control engineering background/experience and the essential backing/support of the operations management team together leading to higher-value delivery. Robust solutions can be realised, considerably minimising process variation, thus leading to process optimisation. This approach results in an easier, efficient and safer process while providing considerable returns for the plant owners.How variable are your processes, and do you maintain optimised process performance with dedicated resources, modern instrumentation, ‘best practice’ control systems and performance monitoring tools? In this paper, these questions and their possible answers are discussed.I say we can do much more and be ‘more efficient’ in our efforts to remain competitive. This area remains a major opportunity for improved efficiency, minimising tailings losses and other milling costs.CITATION:Thwaites, P, 2014. Manual control, process automation or operational performance excellence – what is the difference?, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 13–40 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

By R M. Lonsdale, M D. Goodz

"With an ever-increasing dynamic business environment, successful stakeholder engagement is becoming more fundamental to achieving desired outcomes in today’s mineral resource industries. It is imperative to be proactive in correctly identifying all stakeholders and initiating early contact. This builds trust relationships, which are essential to ensure future decision-making processes are streamlined.Often neglected is a company’s obligation to select the correct team to represent its values and mission. The company requires representation that demonstrates an understanding and commitment to its operations and people, the safety and health of the community and environment, and most importantly, represents the decision makers. Stakeholders need to believe that the engagement process is genuine and that the company representatives are aligned towards targeted outcomes that will benefit all stakeholders in some way.Among others, stakeholders include shareholders, staff, families, community, service and supply providers, regulators, land managers and the political/financial framework. Depending upon the mineral product, stakeholders may include ports, international offtake clients and those along the route. New stakeholders continually evolve during mine life, and the engagement process requires an investor–community–public relations (IR/CR/PR) team to anticipate change and actively scan perception and chatter.Successful communication is more than delivering a message; it is about engaging stakeholders and confirming the feedback loop to ensure the correct message is communicated and the relationship is strengthened.The nature of the mining company’s branding and the public’s perception of company intentions will dictate whether there is willingness to allow the company to follow its desired path. This in turn controls the company’s most scarce resource – time. Timing is fundamental to achieving targeted outcomes with minimal cost and delays, marketing in a peak cycle and acquiring critical capital for development and growth.Branding and stakeholder engagement effectively controls and extends to the company its social licence to operate.CITATION:Goodz, M D and Lonsdale, R M, 2016. Stakeholder engagement – who are you, what do you stand for and why? In Proceedings International Mine Management Conference, pp 239-248 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

By James J. Gusek

Passive-treatment systems that mitigate acid-rock drainage (ARD) from coal mines have operating since the mid-1980s. Large systems at metal mines are being contemplated. A 95L/sec (1500-gpm) capacity system is planned this year at an underground lead mine in Missouri. Mine, process and environmental managers need to understand how and why passive-treatment systems work. They must understand what operational limitations to expect, as well as the economics of construction and operation compared to the alternatives, like lime precipitation. Wetlands have been recognized as nature's method of improving water quality. Contaminant reductions can occur through the precipitation of metal hydroxides, sulfides and carbonates and pH adjustments. Local conditions, oxidation state and water and soil chemistries dictate whether these natural reactions will occur under oxidizing (aerobic) or reducing (anaerobic) conditions.

Jan 1, 1995

By Arnfinn F. Prugger, Fritz F. Prugger

"The Saskatchewan potash beds are overlain by a number of water-bearing formations. There are water zones in the footwall as well. These aquifers created difficulties during the construction of shafts to the potash beds at 1()(}() m depth, and they pose a continuous threat to the safe and efficient operation of potash mines in the province.The first shafts to be sunk in Saskatchewan encountered major problems during shaft sinking. Of the 17 potash shafts started in the province, five had major water inflows during shaft sinking or after production startup, and one was abandoned because of water problems. The biggest obstacle encountered during shaft sinking was a poorly consolidated sand-shale-clay-siltstone unit commonly called the Blairmore Formation, which occurs at a depth of about 500 m. The initial problems with shaft sinking were overcome in the 19605by using European methods of freezing and the installation of cast-iron tubbings or a double-steel lining through water bearing horizons.From the start of production in the early 19605, operators have been aware of the ever-present hazard of potential water inflows into mine openings from permeable units in both the hanging wall (carbonates of the Dawson Bay Formation which occur 15 m to 50 m above the mining level) and the footwall (carbonates of the Winnipegosis Formation which occur 50 m to 150m below). This awareness has been reflected in conservative over-all extraction rates and mining layouts specific to local conditions. In spite of this consciousness, a number of water problems have occurred in operating mines. These have resulted in everything from simple increases in expenditure to the shut-down of one mine in 1987.In this paper a history of water problems in the Saskatchewan potash industry is given, followed by a summary of measures that are now commonly used to avoid these problems. A description of each inflow event is given, and the attempt is made to analyze the causes of each occurrence. Based on what was learned f rom each event, suggestions are made to prevent future water inflows into potash mines."

Jan 1, 1991

By John Trefny

Although mining is currently one of the smallest academic units on the Colorado School of Mines(CSM) campus, it is alive and well, with nearly 100 undergraduate and graduate students. For many years, Mines has had undergraduate and graduate programs in hard-rock mining. The school has recently transferred its physical mineral processing activities to the Mining Department. The program has also expanded to include tunneling, underground construction and industrial minerals. There are current discussions about increased research activities on cement and other construction materials. The Mining Department also teaches its share of what is called the “distributed core” courses with curricular requirements common to related programs, as well as mining safety and health, in conjunction with our continuing education department.

Jan 1, 2002

By Hans-Peter Rossmanith

Fracture mechanics (Atkinson 1987, Broek 1988, Rossmanith 1978-2002, 1983, 1997, Kanninen & Popelar 1985) and wave propagation (Graf 1975, Rinehart 1975) form the main ingredients in the new electronic detonator based blasting technology. The full potential of using short delay initiation timing in bench and underground blasting can only be exploited if the underlying physical processes are properly understood. From a structural geology point of view, in many open pit mine operations, blasting is performed in incompetent and/or loose rock. Under such conditions the stress waves produced by blasting very quickly dissipate in the rock mass and often their energy cannot effectively be put to work. This contribution shows the effect of open and closed joints – and to some degree also faulting – on the blast wave field and shows the influence of structural geology on the blasting result. A simple engineering method which combines wave propagation and impact mechanics is developed in order to assist the non-scientifically trained blaster in understanding blasting in blocky rock formations. Extensive use will be made of the so-called Lagrange diagram which was introduced in detail in the author’s previous lecture at ISEE 2003 (Rossmanith 2003). This presentation can be considered a continuation of the 2003 presentation.

Jan 1, 2004

By Adam Bedell, Paul Derby, Brad Crenshaw

Modified contact grouting was introduced almost 15 years ago as a methodology combining traditional contact grouting and consolidation grouting to address groundwater infiltration into hard rock tunnels that utilize cast-in-place concrete as permanent tunnel support. This process has been used on additional tunnels (since initially presented) as a measure to mitigate both groundwater infiltration and exfiltration. During this time, self-sealing grouts have been developed and have been added to the process to further reduce groundwater infiltration that occurs through cracks and discontinuities within the concrete liner itself. This modification is presented and additional results from the grouting process are discussed.

Jun 13, 2021

By Edmund J. Pryor

DURING the war years restrictions on travel, pressure of work, and the irregular arrival of technical literature from abroad combined to severely isolate Great Britain in a period of intense war expansion of the art and practice of mineral dressing. Many British technicians were fully occupied with the day-to-day problems of improvising substitutes as regular sources of supply failed. and with mastering the strange demands and working conditions of wartime. After a long day spent between ones laboratory and production work, the rest of the waking hours were often filled with fire watching or home guard patrol activities, substituting for a night-shift manager, or "resting" in a dugout while the bombs came down. There was no time for serious study of such technical literature as survived the Atlantic crossing.

Jan 1, 1947

By Paul H. Miller

After passage by the Congress, Public Law 95-87, the "Surface Mining Control and Reclamation Act of 1977" was signed by President Carter on August 3, 1977. This law, in its simplest form, was intended to control the environmental effects of surface coal mining and to ensure that mined land is restored to a condition equivalent to that prior to mining. Immediately after the signing, the wheels of government bureaucracy began turning to establish a new federal agency -the Office of Surface Mining Reclamation and Enforcement or OSM -in the Interior Department that would implement the provisions of the Act. Since this took time and because the Congress had not yet provided funding for OSM, a special task force was assembled within the Interior Department to begin the task of writing interim regulations to implement the Act. With respect to the use of explosives, the Act specified that a blasting plan be included in the application for a mining permit. The blasting plan will outline the procedures an operator will use to meet specified environmental protection performance standards. The performance standards established by the Act require explosives to be used only in accordance with existing state and federal laws and regulations and with regulations to be promulgated by the regulatory authority. The regulatory authority was defined as either a state agency operating under an approved state program or the OSM operating under a federal program. As a minimum, it was specified that the regulations should include provisions to require that: 1) a blasting schedule be published in a local newspaper and be mailed to local governments and to all residents living within 1/2 mile of the blasting site . 2) daily notice be given to residents in the area prior to blasting. 3) blast reports be prepared that are maintained for three years and available on request to the public. 4) blasts be designed to prevent injury to persons, damage to property outside the permit area, adverse impacts on underground mines and adverse effects on ground or surface water channels or availability outside the permit area. 5) upon request of residents or property owners within 1/2 mile of the permit area, preblast surveys shall

Jan 1, 1978

By D. D. Lauriski

The Mining Division of Utah Power and Light Company is located in the coal fields of southeastern Utah -main office in Huntington, Utah. The Division will produce 6.5 million tons of low sulfur steam coal in 1988, making UP&L the largest underground mining operation west of the Mississippi. Coal is mined from three underground mines utilizing continuous miner and longwall mining methods. All coal produced by the Mining Division is utilized at UP&L's two largest steam-electric power plants, the Hunter and Huntington plants with a combined capability of 1,995,000 Kw. At UP&L we believe that to achieve success a company must have clearly defined goals which are understood, communicated and shared at each level of operation. We have also found from experience that a safe operation is generally an efficient and productive operation. As a Division, we have established a goal to achieve the safest, most efficient operation in the country. This is an ambitious goal. To achieve such a goal requires real commitment and a safety/training program capable of achieving needed results. The following is an overview of the program we have established at UP&L which has enabled us to reduce our accident frequency rate from over 40 in 1980 to 8.00 at present, as illustrated in Figure 1.

Jan 1, 1989

By C. L. Van Dover

Organisms living at hydrothermal vents are adapted to catastrophic disturbances in their environment caused by processes such as tectonic activity and mineralization that shift the locus of fluid flux and volcanic eruptions that pave over active systems and reset the hydrothermal cycle. The scientific community appreciates this risk of natural, local loss of species, genetic, and habitat diversity. The risks of more profound loss of diversity and ecosystem function and health as a consequence of additive commercial activities in hydrothermal systems are unknown, and are not the same across all deep-sea hydrothermal systems. Vent communities differ from one ocean basin to another, as do the geological settings and geochemical dynamics of vent systems. Communities on the East Pacific Rise represent one end-member in the catalog of hydrothermal vent communities. In these systems, the life cycle of a hydrothermal field is on approximately the same time scale as the lifespan of the species that live there. From studies of the 1991 and subsequent eruptions at 9N on the East Pacific Rise, we understand the rapidity with which new vents are colonized when nearby brood stocks are available to repopulate the system. Almost instantaneously, microbial biofilms and mats form, followed quickly by invasion of mobile opportunistic organisms (especially crabs, copepods). In a matter of a few months, a predictable succession of sessile organisms recruits, grows, and reproduces. Within two to three years, the system returns to levels of species diversity that begin to match those of the pre-eruption condition. Vents on the Mid-Atlantic Ridge (MAR) represent a different end-member, with catastrophic disturbance rare relative to the life span of the organisms that make up the bulk of the biomass. We have no experience with an eruptive event or other major transformation of venting activity on the MAR and thus have no knowledge or insight regarding the time it would take for the biological diversity to return to pre-cataclysmic levels.

Jan 1, 2008

By Barry J. Hansen

Mining can make two major contributions to the cleanup of the environment. The first of these is the extractive technology that has become highly developed as a result of centuries of development. Of equal impor­tance are the methodology of analysis and the development of engineering solutions that are the stock in trade of the mining industry. Despite the differences between the industries, the processes for the development of a mine and the cleanup of a hazardous waste site are similar. The characteristics that impact the ability to develop a suitable process for treating an ore body or correct­ing an environmental problem are those relat­ed to the distribution of the contaminant or metal in the host material.

Jan 1, 1991

By Jim V. Rouse

The decision to hold parallel conferences dealing with hazardous waste and mining waste grew out of the conviction that there were advantages to having personnel serving the two groups talk to each other, as both groups develop cost-effective and environmentally-protective solutions to present and future waste-disposal problems. There has been a certain amount of "reinventing the wheel" which could have been avoided by a better dialog between the two groups. The intent of holding the two parallel conferences is to allow for networking, to minimize future needless redundant effort. The opening session panel speakers represent expertise from both industries; I feel honored to speak as one with a history of serving both groups as a specialist in the subsurface behavior of heavy metals.

Jan 1, 1991

By Jim Daley

SEE is a dynamic organization composed of people from all facets of the explosives industry who are truly interested in the advancement of that industry. I had been a miner at the Homestake Gold Mine in Lead, SD for 12 years when I decided to obtain a mining engineering degree. The mental and economic consequences of that decision were more severe than we had imagined. The joint scholarship program of the Northern Plains and Black Hills Chapters of SEE provides assistance to several college students each year. I was fortunate enough to receive scholarships from this program twice and this assistance helped me and my family with both monetary and psychological support during times of need so that we could stay focused on the goal of obtaining a degree.

Jan 1, 1995

By Timothy F. McConachy, Christopher J. Yeats, Ray Binns

Various kinds of sediment-hosted polymetallic sulfide deposit are known on land in ancient marine sequences, many tending to be larger and more valuable than massive sulfide deposits genetically associated with volcanic host rocks. Often such deposits are attributed to subhalative or shallow sub-seafloor precipitation processes, and structural control by faulting is commonly evident. Apart from the famous but anomalous Red Sea metallic oozes and several NE Pacific sites (Middle Valley, Escanaba Trough, Guaymas Basin), however, modern analogs of the sediment-hosted polymetallic sulfide category are lacking. Some deposits hosted by volcaniclastic rocks, such as JADE (Okinawa Trough) and Suzette (Eastern Manus Basin) are strictly sediment-hosted, but their formation is associated with the igneous activity and they are better considered a variant of the more abundant volcanic-associated polymetallic sulfide deposits.

Aug 24, 2006