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By A. Galley, R. Tosdal, F. Robert

The Canada Mining Innovation Council (CMIC) Exploration Innovation Consortium developed a 10-year business case for developing new discovery criteria, exploration techniques, and better data management and analysis to improve exploration success in deep, remote, and covered terrains. Within this context, the CMIC devised a five-year project proposal to create improved multiparameter exploration tools to detect ore systems and more efficient vectoring toward high-grade mineralized cores. The Footprints project was approved March 2013. More than CAD$13 million funding was provided through the CMIC-led joint sponsorship from 30 companies and the Natural Sciences and Engineering Research Council. Consistent industry leadership and integration of dedicated industry and academic expertise has the project on track for reaching its well-defined objectives.

Jan 1, 2014

By C L Humphrey

Biological monitoring programs for environmental protection require techniques that will provide both early detection of possible adverse effects, and assessment of the ecological significance of these effects. Monitoring techniques must include responses sensitive to the impact, that can be subjected to rigorous statistical analysis and for which statistical power is high. Such issues in baseline research of 'what and how to measure?' and 'for how long?' have been the focus of a program being developed to monitor and assess effects of mining operations on the effectively pristine, freshwater ecosystems of the Alligator Rivers Region (ARR) in tropical northern Australia. Application of the BACIP design, utilising a form of temporal replication, to univariate data (single species) and multivariate (community) data is described. For new ventures in Australia (such as mining), monitoring programs should be designed to establish with high probability that an impact on the ecosystem no greater than a prescribed amount has gone undetected - as opposed to simply allowing development to continue as long as 'proof' of impact is not available. Such a precautionary approach represents a shifting of the 'burden of proof' and would require with the BACIP design, a minimum number of baseline years in order to achieve some desired level of statistical power in a test for impact. Power analyses conducted on two to five years (depending upon the technique) of baseline data from streams of the ARR indicate that the BACIP design would not impose developmental constraints on mining and that a policy of reversal of the burden of proof would provide the cornerstone required for managing such development in an ecologically sustainable manner.

Jan 1, 1994

By C. Liliane Carvalho

In the current study, bio-oxidation tests were carried out in shaking flasks with a flotation concentrate containing the sulphides pyrite, arsenopyrite and gudmidite. The tests were performed with mesophilic microorganisms (At. ferrooxidans) at 30 °C and also with the moderate thermophile S. thermosulfidooxidans, at 50 °C. The effects of (i) previous adaptation of the microorganisms to the concentrate, (ii) ferrous iron concentration and (iii) pulp density (2%, 4% and 6% (w/v)) on the dissolution of the sulphide were studied through arsenic extractions. S. thermosulfidooxidans was more sensitive to the pulp density in comparison to At. ferrooxidans as a reduction in sulphide oxidation was observed with the increase in the solid content to 6%. Therefore, the mesophilic strain was selected for further work, which comprised a rolling bottle experiment at 10% solids. After 40 days of bio-oxidation, the solid material was subjected to cyanidation, which revealed 85% gold extraction as compared to 21% from the original concentrate. The antimony sulphide grains in the bio-oxidized product showed similarity to what was observed in the original sample, suggesting such particles were not susceptible to the bio-oxidation process.

By George C. Stone

AS most of you probably know, Australia has had many strikes. The two places that had the worst reputation were the Broken Hill mines and Port Pirie, where the smelter was located. About four or five years ago, the smelter changed hands. The new proprietors - immediately endeavored to get on better terms with the men and made such progress in that respect that, the men came to them and said, "There is no use giving us any more money. You have just raised our pay one- bob a day, but the store-keeper and the boarding-house keeper have raised their prices. The boarding housekeeper raised our board three bob a week and the storekeeper took the rest of it and we are no better off." Learning that what the men needed most was firewood wood the company bought the wood on a tract of ground across Spencer's Gulf and- sent men over to cut it. The wood was brought to the works and given to a man to cut up. He thought he had an easy job and loafed, but when the committee representing the men discovered that his loafing added to the cost of 'the wood, it promptly disciplined him and made -him work as he had never worked before. The next question that arose was the distribution of the wood. The committee got bids from several cartmen whose prices varied from about two to five shillings. It gave the work to the next to the lowest bidder. The fact that if delivering the wood cost more, the user would have to pay for it, was an entirely new idea to the men.

Jan 1, 1920

By R. T. Swinderman

"Virtually every article you read on safety has a statement to the effect: “It’s obvious that safety pays”. If it is so obvious, why is it so hard to answer these questions? • How does the Maintenance or Operations Manager convince the Plant Manager to spend money from the annual budget for safety improvements? • How does the Plant Manager influence Corporate to prioritize safety improvements? • How does an engineering firm persuade the owner to spend more on design and equipment up front to reduce risk? There are many cultural and structural reasons why it is so difficult to prove the obvious. In my opinion the main culprits are: the almost universally used ‘Low Bid’ process, variations in reporting incident statistics between industries and countries, and, the Generally Accepted Accounting procedures (GAAP) [or International Financial Reporting Standards (IFRS)]. Conventional wisdom is it’s smart not to spend more than you need to meet the minimum regulations and maximize production. But buying on price alone often harms people, degrades the environment, and reduces the company’s bottom line. How can this be? You met the minimum safety requirements and saved money by buying on price. Don’t those savings go right to the bottom line? When you buy on price you get minimum quality, minimum compliance and are often backed corner with no reasonable options to rectify the problems that arise from buying on price instead of buying on long term life cycle cost. Culturally few companies actually ‘walk the talk’. It is trendy to have giant billboards at plant entrances proclaiming world class compliance with quality and safety standards. Annual reports are embellished with safety slogans and sustainability statements. Behind the front gates and the glossy annual reports the message is clear: produce or be replaced. Only a few companies go beyond the window dressing and actually endorse, from the top down, continuously improving their safety culture. Those that do embrace safety, show significant performance advantages over their competition that are reflected in their safety, productivity and environmental records and, ultimately their financial statements and share price. Current accounting (and reward) systems make it unlikely financial managers will accept non-conventional approaches to justifying expenditures on safety because they are driven to report “hard” numbers that can be documented and are within the “GAAP or IFRS Rules.” But in reality, accountants quantify soft or intangible costs all the time in their financial statements. Justifying safety investments is greatly enhanced by quantifying what most financial managers would call intangible costs. Government agencies have no problem assigning intangible costs to justify regulations to improve safety. How many times have you heard that the regulation is justified because the cost to industry is X while the benefit to the society is 2 or 3X? How can they say that without including intangible costs? We find it hard to believe these government claims of benefits to society because we have been trained to think about saving hard direct costs to justify investments."

Jan 1, 2017

By Henry Mackay

THE interesting paper recently submitted by Messrs. Tobelmann and Potter' shows that chemical problems have developed which are of great interest in this new and important branch of metallurgy. Those who realize what a process of this kind really involves will agree that it deserves a better name than "leaching process." The word leaching conveys the idea that the copper is simply leached out of the ore with acid and then precipitated on iron; the chemistry of such a process would be of little interest. As, however, during the first year's operation of this plant 24,400,532 lb. (11,067,837 kg.) or about two-thirds of the produce, was electrolytic copper, while 7,992,033 lb., or about one-third, was cement copper, it would seem more appropriate to term the process electrochemical. It further appears, from the particulars given, that efforts have been made to have the entire production in the form of electrolytic copper. -This could be done if the chemistry of the problem were kept in balance, so that it would not be necessary to discard any solutions that carried copper and acid of commercial value. A process, such as that under consideration, in which the copper is precipitated from solution by electrolysis, the solvent being at the same time regenerated, is one that requires special chemical and electrochemical knowledge and experience if all the -copper in solution that has been extracted from the ore is to be successfully and economically produced as electrolytic copper. The object of this paper is to discuss, from the practical and theoretical standpoints, the chemical and electrochemical problems involved in the working of a process of this kind, and' which must be solved to keep it in chemical and electrochemical equilibrium. In such a process, if the chemical balance is maintained, a solution can be used alternately as a

Jan 9, 1919

By L. G. Hagenbuch

Several factors need to come together in creating an integrate mining equipment dispatching system. At the hub of these factors ace the central dispatching formulas. This paper details the development of these central dispatching formulas and explores the combining of these formulas with other elements to create an integrated dispatching decision. WHY DISPATCHING? Truck dispatching implies and in reality should equate to mine equipment efficiency. Good truck dispatching will yield good mine equipment efficiency while poor truck dispatching will yield the alternative. Truck dispatching can either be automated through a computerized, process or it can be manual. Every mine with haul trucks has a truck dispatching system whether it is recognized or not. Even a system wherein the hauler operators determine where they are going for their next load is a truck dispatching system.

Jan 1, 1987

By Maurice E. Bailey

The purpose of this study is to determine worker acceptance of modified mine equipment at various intervals during a twelve month period. A survey instrument was administered to the workers by two experienced miners in four interviews. All four interviews showed a significant positive response to all modifications, except the small size of the cab of the shuttle car; however, the small size produced significant negative responses with respect to comfort in each of the four interviews. Initially, (interviews one and two), there were significant negative responses with respect to manufacturer receptivity to operator suggestions and program management follow-through on operator suggestions; however, the third and fourth interviews showed no significant negative responses with respect to these items. Likewise, there were significant neutral responses in the first two interviews; however, the third and fourth interviews showed no significant neutral responses with respect to these items.

Jan 1, 1975

Following the Moura No 2 Wardens Court of Inquiry and subsequent changes to the Queensland Mining Legislation there is a requirement in Queensland coal mines for: a person with the recognised competencies to be appointed at each underground coal mine to the position Ventilation Officer; and the person is directly responsible for the implementation of the mine ventilation system and for the establishment of effective standards of ventilation for the mine. The Regulations require that an underground mine must have principal hazard management plans that provide for at the least the following: emergency response, gas management, methane drainage, mine ventilation, spontaneous combustion, and strata control. Other than strata control all the plans require the ventilation officer to have roles and responsibilities to develop, control, monitor and undertake actions in relation to these plans.There are also another 34 Regulations that either directly or indirectly requires the Ventilation Officer to take actions.The purpose of this paper is to outline the information that the regulators look for in sealing plans and the actions the regulators will take if the sealing does not go to plan (TARPs being exceeded).

Jan 1, 2005

Jan 1, 1997

By L. S. Cates

THE war is now behind us. We in the mining industry feel a just pride in the part that our industry and our men and our products played in defeating the enemy on the fighting fronts around the world. In five years of mobilization and actual combat, our mines and oil wells produced over 3 billion tons of coal, a billion tons of petroleum, 500 million tons of iron ore, 21/4 million tons of lead, 31/2 million tons of zinc, 5 million tons of copper, 14 million tons of bauxite, 17 million tons of sulphur, 68 million tons of salt, and 3 million tons of potash. It was an unparalleled performance. But what of today? Why the present low production and high costs? Among the black clouds in the mining sky none are so black as that presented by the labor situation. We know it is the result of the legislation and the interpretation of that legislation in the past ten or fifteen years. Since the passage of the Norris-LaGuardia Act in 1932, we have had nothing but a succession of laws, regulations, and decisions that have intensified the strength of the unions and made the operators of the mines and the sources of their financing prartirally impotent

Jan 1, 1946

By F. F. ESPIE

Giving the keynote address in the final session of a conference dealing with closely related topics has a disadvantage in that much of what can be said has been said. It also has an advantage, however, because it presents the speaker with the opportunity to integrate and analyse the material presented by the various speakers. I would like to look to the near future in Australia and the United States of America, to the risks, problem areas, and changes of a rapidly evolving post-industrial era-an era we are beginning to experience where industry no longer 'calls the tune'. We miners have been quick to point out and emphasize, that ours is a 'high-risk' industry in the world of business and commerce. Yet, clearly those who have survived, and been successful, have learned to anticipate and cope with risk and change. This ability has been a 'distinguishing feature of the industry's leaders who, in market studies and commodity selection, exploration and development, mine planning, metallurgical pro- cessing, and general administration and operation 1. identify areas-of risk or inevitable change, 2. analyse, test and quantify those factors of risk or change, and 3. design methods, systems, equipment to eliminate, moderate, or control or economically compensate for predicted risks or changes.

Jan 1, 1978

By Joshua Micah Hoffman

While it is easy to state that meaningful involvement of the community can play a critical role for a successful blasting operation, following through with this involvement is not an easy task. Structured Public Involvement (SPI) is a developed protocol for involving communities in project planning decisions and could be readily applied to the blasting industry. SPI was developed for the purpose of collecting quality public input about public transportation projects. The purpose of SPI is to bring about stakeholder satisfaction with potential projects by allowing controlled input from the stakeholders. It was designed and intended for democratic societies that have come to expect a voice in public projects. While blasting operations are not always in the domain of public projects, the fundamental process outlined by SPI can be useful for collecting feedback from the immediate public around blasting operations.

Jan 1, 2014

By C. W. Eggert

This paper gives an account of the E.V.O.P. tests made at the Copper Rand mill of the Patino Mining Corporation in Chibougamau, Quebec. The runs were made to acquire an understanding of the method. A description of events, along with conclusions, observations and opinions, is out-lined.

Jan 1, 1967

By W. J. Spat

Political risk is an integral part of the mining business in Northern Andean countries. Peru, Ecuador, Colombia, and Venezuela all have a higher than average political risk compared with other South American countries. Successful operations in such contexts require: 1. Good political risk information; 2. A thoroughgoing political risk management plan; and 3. A strategy to deal with political risk perception on the part of the investing public. Obtaining quality political risk information, developing a political risk management plan, and addressing political risk perception are the foci of this work.

Jan 1, 1999

By V Rodríguez, M Hormaza, R J. Romañach, C Pinzón-de la Rosa

The authors have presented their ideas for developing a powder sampling device in the I-Corps™ program sponsored by the National Science Foundation (NSF). This is an intensive customer discovery program developed to increase the economic impact of the research sponsored by NSF.The I-Corps™ program requires performing at least 100 interviews with potential customers in various industries. These interviews are essential to establish the need for a particular product or solution, and identify potential commercialisation partners and competition. The interviews have revealed the absence of Theory of Sampling (TOS) principles in many companies. The interviews are designed to identify the difficulties associated with current sampling practices that do not meet TOS principles.The I-Corps™ program is a significant challenge for scientists who often avoid discussing a concept in fear of losing their research idea. The program teaches how to obtain information without releasing the important intellectual property related to a product development idea. The I-Corps™ methods have been used to discover the prevailing ideas on sampling in various industries.I-Corps™ also teaches how to present ideas to investors; another significant challenge for a scientist. We are currently learning to present sampling and TOS to investors and business development experts, and will share some of these experiences.CITATION:Pinzón-de la Rosa, C, Rodríguez, V, Hormaza, M and Romañach, R J, 2017. Theory of Sampling meets the National Science Foundation I-Corps™ program, in Proceedings Eighth World Conference on Sampling and Blending , pp 351–354 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2017

By Steve Kane

Lightning is a very real problem in the surface mining industry. Today, as adverse market conditions continue to influence the surface coal industry, it has become necessary that all functions of the surface mining process become as efficient as possible. High production with reduced manpower is the winning combination of staying competitive in the market place. We at AMAX Coal are committed to staying in the coal business, but we have always been committed to providing a safe work environment for our people and will continue to do so in the future. Approximately two years ago, our Midwest mines installed state of the art lightning detection and warning systems at our mines. This paper will cover its application at Delta Mine; the benefits and problems encountered, and the impact this system has had on Delta Mine.

Jan 1, 1992

By Norman C. Stines

Russia's mineral potential is a secret that has been effectively kept by the Iron Curtain. There is no conclusive data and because of its extreme importance to the Free World, the subject is greatly discussed. Opinions range from those presented by Paul Tyler in his article "Russia's Mineral Potential," June issue of MINING ENGINEERING to those of Norman C. Stines, presented herewith. Mr. Stines is a consulting mining engineer of Los Gatos, Calif. He was in Russia, China, and Manchuria from 1909 to 1918 as a mining executive. From 1917 to 1919 he served as assistant military attache Intelligence Branch U. S. Army in Petrograd, Russia.

Jan 11, 1951

By Charles Vaught

The U.S. Bureau of Mines evaluated the self-contained self-rescuer (SCSR) donning proficiency of 243 miners. These workers were from eight underground coal mines in the eastern United States. The objectives of the study were (1) to gather information on skill levels, since all miners in the study had prior instruction and opportunity to practice donning the apparatus, and (2) to summarize a quality control procedure useful in conducting periodic evaluations of donning proficiency. The sampling procedure used proved to be both reasonable and efficient in gathering information on training effectiveness_ It also provided a good statistical base for making informed site-specific decisions regarding SCSR training needs. Results from the observed samples at each of the eight mines indicate a wide variability across sites. The rate at which miners failed to isolate their lungs varied from 33 to 40.0 pct. Concomitantly, proficiency rates (miners either performing adequately or demonstrating a perfect 3+3 sequence) ranged from 13.3 to 63.3 pct.

Jan 1, 1991

By L Chaffey, M Buckland

The minerals industry has enormous potential to positively contribute to sustainable development and many leading companies have concluded that their long-term success is directly linked to their ability to leave a lasting positive legacy. While there are many examples of success, there have been failures as well and much work has been done in recent years to define the role of the minerals industry in sustainable development and identify the key elements for success. In the past, our sector could point to the taxes and royalties it paid, the exports it generated and employment it created and felt confident that its contribution would be recognised and duly acknowledged. This is no longer the case. Critics of the industry have highlighted resource-rich countries that have failed to capitalise on their resource wealth and have arguably lower standards of living than their resource-poor peers û the æresource curseÆ hypothesis. Recent research has done much to clarify the factors that contribute to a countryÆs success or failure and all stakeholders in the industry now need to include these learnings in their approaches going forward. We know that our long-term success relies on embedding a company- wide approach to sustainable development into all aspects of our business operations. In this paper we highlight BHP BillitonÆs experience in the development and implementation of policies and systems designed to enhance our contribution to sustainable development. We detail the business drivers for excellence in this area and the key external codes and initiatives that have shaped our approach. The values-based BHP Billiton Charter, Sustainable Development Policy and associated Health, Safety, Environment and Community (HSEC) Management Standards are central to our approach. Implementation is reviewed through our HSEC audit program. One area in which we have placed particular emphasis is our approach to community development. BHP Billiton has a corporate target to contribute one per cent of its pre-tax profit on a three year rolling average to voluntary community programs. As our profit stream has increased with the minerals boom this is approaching an A$100 million commitment. In our paper we detail how we are working to ensure we maximise the value of this contribution for our communities and our shareholders.

Jan 1, 2006