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By Bruce E. Holbein, Dennis K. Kidby, Ann L. Huber

World gold production figures and the processes used for gold production indicate a high dependence on both cyanide leaching and carbon adsorption metallurgies. Problems associated with the use of carbon in the treatment of refractory ores as well as economic and environmental considerations associated with the use of cyanide point to the advantages that can be realized through the use of more efficient gold adsorption media and with cyanide recovery. We have developed a process termed AurosaveTM-1 which provides a number of advantages through the use of a new synthetic robust gold adsorption medium, termed Vitrokele TM V-911. This process allows further recovery of gold from a variety of ores and allows for a simplified process for use not involving thermal regeneration or high pressure elution. We have also developed a cyanide recovery process termed Cyanosave ™ which uses Vitrokele TM V-911 and allows efficient recovery of cyanides from decants or tailings and re-use of recovered cyanide. This obviates the high chemical expenses for cyanide destruction where environmental issues require such water and tailings management.

Jan 1, 1998

By Simon Hille, Rein Raudsepp

Since 1991, the Porgera Joint Venture has processed refractory sulphide flotation concentrate by pressure oxidation with subse­quent gold recovery from the washed residue, by a conventional leach/carbon-in-pulp (CIP) circuit. The capacity of the plant has been progressively increased in five stages of development. In December 1995, a third oxygen plant was commissioned, raising the total oxygen production to 750 t/d and thus allowing for an increase in the oxidation capacity of the four autoclaves. The daily sulphur oxidation rate in 1995 was 192 t/d with 99.5% oxidation, as compared to 293 t/d in 1996 with 99.0% oxidation. This paper details the performance of the pressure oxidation circuit through 1995 and 1996, and compares measured plant parameters with the original Sherritt (now Dynatec) process design criteria.

Jan 1, 1998

By Victor C. Storhok, Batric Pesic, Marlyn D. Ballain

No1ihwest Alloys produces magnesium from dolomite by reduction with ferrosilicon and aluminum. This process produces alkaline by-products in quantities that allow their consideration for use as commercial products. Two such products are dicalci­um silicate, termed as Di-Cal, and magnesium oxide, termed simply MgO. The alkaline properties of these materials offer acid neutralizing power, comparable to traditionally used lime. Thus, the materials warrant study for their use in various appli­cations where neutralization of acidic waters or process solutions are required. One such application is the treatment of acid mine waters with the objective of removing heavy metals. The chem­ical stabilities of the produced metal precipitates are critically important, from an environmental point of view, for their safe disposal in tailing ponds. The EPA regulates waste material dis­posal according to the results from TCLP testing. In this ongoing study, three mine waters were selected for treatment with Di-Cal and MgO. Lime was used as the control for these experiments. The waters were collected from the Bunker Hill mine, Berkeley Pit, and the Blackbird Mine. In addi­tion to testing the chemical stability of produced metal precipi­tates by the TCLP procedure, two other parameters were studied as well. They are: 1. the effect of water pH on stability, and 2. the effect of pH on the stability of resulting precipitates. In the first three months of study, it was found that neutral­ization with Di-Cal results in precipitates that range from equiv­alent to superior in performance as compared to those produced using lime for the waters from all three mines. An additional beneficial characteristic of precipitation with Di-Cal is the fast filtering characteristics of produced precipitates, when compared to the precipitates produced by lime. This property may be of significance when considering the improvement in drainage of tailing ponds and the volume of solids produced. This paper will discuss in detail the stability of metal precipitates with respect to various pe1iinent metals found in mine waters of Berkeley Pit (Cu, Zn, Mn, etc.), Bunker Hill (Zn, Mn, Ni and Co), and Blackbird Mine (Cu, Co).

Jan 1, 1998

By R. W. Lawrence, P. B. Marchant

Biohydrometallurgy is now forty years old. Since the discovery of the role of microorganisms in the oxidation of sulphide minerals that gives rise to acid mine drainage, many workers in industry, research organizations and academia in many countries have been active in attempts to develop practical commercial processes which exploit microbiological reactions in mineral processing and extractive metallurgy. Reactions which have potential and are being actively researched include:

Jan 1, 1998

By A. Goulsbra, S. McAllister, R. Dunne

Since 1992, a tailings gravity re-treatment plant has been in operation at the New Celebration Gold Mine to recover aurifer­ous pyrite (Martins, Dunne and Gelfi 1991; Martins, Dunne and Delahey 1993). The gravity pyrite concentrate is ground in a Tower mill to liberate gold (average particle size around 25µm) prior to cyanide leaching. Although the re-treatment plant has met the predicted gold recovery, based on original laborat01y testwork, there is still room for improved gold recovery. This requires enhanced pyrite recovery, especially in the finer size ranges. The application of centrifugal gravity separators would seem to be an ideal means to achieve this criterion. In particular, the Falcon continuous centrifugal separator (Series C machines) would appear to be ideal for this particular duty. A testwork program to evaluate the application of the contin­uous Falcon to recover pyrite from New Celebration ores was unde1iaken over a six month period during the later part of 1997. The work involved laboratory batch testwork, followed by con­tinuous testing of the Falcon Cl0 (2tph to 3tph) and Falcon C40 (l00tph) units. A summary of the results from this evaluation program are provided in this paper.

Jan 1, 1998

By Gregory Owen Lewis

The use of gravity concentration as a means of recovering the 'free' gold component from alluvial and milled ore products is widely used and is receiving increasing attention, particularly with the introduction of the centrifugal-type concentrating units. Because of ever-increasing mining and processing costs and a decline in the gold price, it has become important that the recov­ery efficiency from concentrates is improved so as to increase the yield of bankable gold from this primary recovery step. This paper outlines an alternative hydrometallurgical approach aimed at achieving overall gold recoveries in excess of 98%, together with the elimination of any secondary residue streams which, in the case of conventional treatment methods, require re-processing. An adaptation to the Minataur™ Process technology is being applied with the proposed method, incorpo­rating the pre-treatment of the concentrate, oxidative leaching of the pre-treatment residue, followed by precipitation of a high­purity gold. This route is seen to have application in all scales of operation. Selected results from laboratory-scale testwork are presented to highlight the discussion.

Jan 1, 1998

By William M. Clark

In 1988, the Chemical Manufacturers Association (CMA) launched Responsible Care®, a program of guiding principles created to address the publics' concern about the manufacture and use of chemicals. The Product Stewardship Management Practice code is a key component of the program. Along with the other five comple­mentary codes - Community Awareness and Emergency Response (CAER), Pollution Prevention, Employee Health and Safety, Process Safety, and Distribution - it has been initiated to protect the health and safety of member companies employees, neighbors, customers, the public and the environment. Possibly no other Management Code requires greater collec­tive effort or comprehensive commitment to implement than Product Stewardship. With its mandated cradle-to-grave control, every employee is required to consider all of the potential cir­cumstances involving product and processes, from raw material supply to customers final use or consumption of product. Degussa Corporation, a long time CMA member, fully endors­es the Responsible Care initiative and is most active in imple­menting the various codes. In fact, the guiding principles of the program are an integral part of the company's business strategy. Degussa recognizes that its long-term success and the health of each of its products, the company and the chemical industry itself, is contingent on the successful implementation of the program. Furthermore, the company believes its role in society and the economy can only be justified and sustained if it improves the overall quality of peoples' lives. Consequently, it is a dictum that Degussa products must provide a net benefit over their entire life cycle - from inception to final disposal - both in terms of their utility and their impact on health, safety and the environment.

Jan 1, 1998

By John C. Schneider

During the past decade, operators and researchers have worked toward a better understanding of the mechanisms operating in flotation. As reported by W. J. Trahar in 1981, this work commenced with the operators determining a relationship between recovery and particle size. They defined three particle size ranges, that being fine, intermediate and coarse. It was noted that the fine and the coarse ranges had slower flotation rates than the intermediate range as demonstrated by their lower recoveries.

Jan 1, 1998

By Paul Chamberlin

Although performing a heap leach test is inherently simple, a lot of information beyond extraction, leach time, and reagent consumption can be obtained from a well designed test program. The following is a list of information to look for and acquire when performing column tests and field heap leach tests.

Jan 1, 1998

By M. S. Hunter, Al Bishop

In 1994, Lone Tree Mine invited Hunter Hawk to participate in a problem-solving arena at their mine located in Valmy, Nevada. Lone Tree was experiencing consistency problems with autoclave valve component quality and delivery. Based upon a prior working relationship at Homestake Mining Company's McLauglin Mine, located in Lake County, California, both customer and vendor enjoyed a measure of rap­po1i and trust - the keys to problem solving communication. This paper is an overview of the problem solving process that has contributed to Lone Tree's excellent record of 95 per cent autoclave availability since 1995.

Jan 1, 1998

By D. Scott Barr

The Zarafshan/Newmont Joint Venture operates the Muruntau heap leach project, located in the Kyzylkum desert of central Uzbekistan. The mine produces more than 12.4 t/a (400,000 oz/year) of gold from low-grade oxide ore stockpiles adjacent to the Muruntau open pit. It is op¬erated by the Navoi Mining and Metallurgical Combine and is one of the largest gold resources known (Fig. 1). Since commissioning in 1995, total heap leach production has exceeded 21 t (675,000 oz). The joint venture uses four-stage crushing and screening to produce a final product for heap leaching, Merrill-Crowe processing and local refining.

Jan 1, 1998

By Terry McNulty

DOUG HALBE: I've decided that we're going to change tactics here and we're going to be nice to people from now on. [Co-chair makes gesture of intense disbelief; laughter] I've also decided who's not going to be a co-chair next year. [laughter] We thought we'd get a couple of experts for our next presentation: some people with a lot of experience. We've asked them to tell us some of the things that all of you operators out there might be able to apply immediately to your plant. Our next two speakers have a tremendous amount of experience, and I think you'll find what they're going to say is highly pertinent to most plants. I looked through their paper and found some things that I could have used in the plants I operated in the past. Our first speaker is Terry McNulty. A lot of you know Terry. He was with Anaconda for a number of years as director of research. He then was president of Hazen Research. I'm going to continue with our new custom of saying nice things. Terry is the guy that I call when I don't know something, and he's always got the answer. SPEAKER: Who do you work for, Doug? [laughter] DOUG HALBE: Remember that we're being nice to people here, Joe. I know that's a stretch. [laughter] TERRY McNULTY: Thank you, Doug. I'm a little bit mystified by this sudden switch of tactics just before I get to the podium. Doug's been a good friend for a lot of years so I guess I do have to be nice. I won't say anything deprecatory about him, but I would have to comment that the observations made by earlier speakers have been far too generous. [laughter] During nine years of consulting as a mineral processor and extractive metallurgist, I have often conducted audits of the performance of client's plants. Usually these audits have been ordered by the plant management in hopes of identifying opportunities for improving processing efficiency or reducing costs. Some of the audits, however, have been financed by the Electric Power Research Institute (EPFU) and member utilities with the objective of

Jan 1, 1998

By William P. Blacutt

This paper describes the strategy, the struggles, and the obstacles encountered during the last two years in the ongoing process to capitalize Vinto. The effort involves the offering of a vertically integrated business package composed of the tin and antimony smelters along with the two principal tin mines of the country. Capitalization: Bolivia's Innovative Approach for Privatization, the Vinto Case provides a summary of hard-earned lessons. These experiences can be success- fully implemented in other nations committed to transforming their state natural resource sector.

Jan 1, 1998

By Fred Morelko, Michael Connelly, Brad L. Ricks

INTRODUCTION The $1.1 billion Bajo la Alumbrera Project, started up in 1997 by Minera Alumbrera Limited in the Catamarca Province of Northwestern Argentina, is the first large scale modern mining project to be developed in Argentina. Like many modern Andean mining projects, existing infrastructure was not available to economically transport the 875,000 tonnes of product per year. A variety of alternatives were investigated, including upgrading of existing roads and railroads, slurry pipelines, and combinations of these systems. The final system selected was to combine a 312 km slurry pipeline with an 820 km rail haul to a ship loading facility near Rosario. The concentrate pipeline crosses divergent terrain between the minesite at 2400 m elevation and the filter plant at 400 m elevation. The system selected represented the lowest net present cost alternative by a significant margin. BACKGROUND The Bajo Alumbrera deposit was discovered in 1947 by Professor Cetioni from the University of Tucuman. It is a large (>750 million tonnes) medium-grade (0.6%) copper deposit with high gold values (0.5 g/t*). The deposit outcrops, making it very suitable to modern, large scale, open pit mining techniques using 218 t trucks and 43 m3 shovels. Advances in gravity concentration of the gold helped to demonstrate the feasibility of the project in a study prepared by Fluor Daniel for Minera Alumbrera in 1994. The initial concentrator is the largest green-field concentrator ever constructed, rated at 85,000 t/d. Production will peak at 190,000 tonnes of copper metal and 710,000 troy ounces of gold per year, one of the top 10 copper and top 15 gold producers in the world. * Throughout this paper, the word tonne and abbreviation refer to the metric ton of 1000 kg.

Jan 1, 1998

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

By Rich Perry

HARRY HINDS: Our second speaker today is Rich Perry. Rich is the manager of leach and dewatering at Newmont Gold Company's Carlin operations. He has been the operator of Newmont's refractory leach development program for the past three years. Prior to joining Newmont in 1994, he was plant superintendent at the Big Springs and Jerritt Canyon Roasting Mills for Independence Mining Company. He graduated from the University of Nevada's Mackay School of Mines, and has lived with his wife and three children in Elko, Nevada, for the past 12 years. Please welcome Rich as he presents "New Facility Design Engineering: On-Site Versus Engineering Companies' Offices." RICH PERRY: Newmont Gold Company has been mining and processing gold ore at its Carlin, Nevada, operations since 1965. Processing is done using oxide milling, heap leaching, and whole ore roasting methods. Newmont began development of refractory leach processing technology at its research and development facility in 1988. The R&D staff focused on developing processing methods for low-grade refractory gold resources at Carlin that could not be economically processed by refractory milling methods. The term refractory ore refers to those ores that contain quantities of sulfides and/or organic carbon that result in low recoveries using conventional cyanide leaching. The R&D staff developed two potential processes deemed worthy of further testing: heap biooxidation to liberate gold occluded by sulfides and ammonium thiosulfate leaching for gold recovery from carbonaceous preg-robbing ores. These were piloted in small heaps by the staff of the R&D and Carlin metallurgical labs from 1990 through 1994. By 1994, Newmont's R&D and metallurgical staffs had unlocked the chemistry and kinetics of the two processes, and it was decided that the operations group would be brought in to begin development of a commercial plant. A project manager at Newmont's Denver office was assigned to the project. Scale-up issues such as biooxidation leach pad design; on/off heap heights; handling of various ore types during stacking and reclaiming; operating costs; and environmental, health, and hygiene concerns using a new process chemistry remained unanswered.

Jan 1, 1998

Editor's note: Biographical information about Ihor Kunasz, president, Newmont Uzbekistan, can be found in the February 1998 issue of ME, page 94 and in the May 1996 issue, page 92. Your personal assessment of the minerals business. Gosh! When I think about what has happened to the minerals industry over the past 27 years that I have been a member of SME! There have been fundamental structural changes in the industry. And I think that SME has been quite successful in coping with these changes as well. There has been a reorientation in how the minerals industry does business. It used to be called rationalization. Today we call it reengineering. In addition, the minerals industry has become more complex and more global. Shareholders have become more vocal and demanding in the management of the business, asking for protection of their shareholders' value. In the 1980s, a fundamental change was precipitated by a merger and acquisition fever in all industries, including the minerals industry. Raiders such as T. Boone Pickens put enormous demands on companies that, in turn, had to spend substantial management time to fend off the raiders. This resulted in a major restructuring of the mining houses. Today, for example, Anaconda, Kennecott and Amax are only historical names.

Jan 1, 1998

By B. G. White

Traditional interpretations of vein ore deposits in the Coeur d' Alene Mining District, such as the view that these deposits formed in a transcurrent tectonic regime during the Precambrian, are being supplanted by the view that the deposits (1) formed in low-grade metamorphic shear zones similar to those that host an important type of gold deposit, (2) display features, such as wall rock carbonate zoning and vein zoning, that are common to ore deposits elsewhere, and (3) are probably Mesozoic and possibly related to emplacement of the Idaho batholith. In recent years, new interpretations have led to major ore discoveries that are likely to extend the life of the district for decades.

Jan 1, 1998

By D. Kaja

The Symons Cone Crusher was invented by Edgar B. Symons in 1923. It was quickly accepted as a superior secondary and tertiary crusher. Nordberg manufactured crushers for the Symons Brothers Co. and in 1928 acquired the Symons Cone business. Since then, the Symons cone has become the standard of the Mining Industry. This is due to the basic rugged design and Nordberg's continued efforts to modernize and upgrade the crusher design over the years. In 1930, the Heavy Duty model was introduced with a 225 kW (300 HP) rating. Then in 1931 the Short Head version was developed to handle finer crushing applications. In 1950, the 7 Ft. XHD design was produced which provided higher crushing force capabilities for harder ores and for smaller product size requirements. Finally, in 1978, the 7 Ft Super Heavy Duty design was created to expand the power rating to 500 HP and to further increase the crushing force limits. The first 7 Ft. Super Heavy Duty crushers were delivered to Bougainville Copper Ltd. in 1978 for the production of primary ball mill feed in a three stage crushing plant with the third stage in closed circuit. The product size was 80% minus 6.35 mm (1/4 in).

Jan 1, 1998

By L. Alan Weakly

The Powder River Basin is the largest strippable reserve of compliant coal in the United States. It is the mother lode, for this Basin is currently supplying 25 percent of the coal produced in the US annually. This paper updates what has happened in the Basin since 1993 in terms of increased production, higher productivity, changes in mine ownership, safety statistics, new equipment, latest coal technologies, and electrical deregulation ramifications.

Jan 1, 1998