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By Milton Fies

Introduction The first experiment in underground gasification of coal in the United States was conducted at Gorgas, Walker county, Alabama, under a co-operative arrangement between the U.S. Bureau of Mines and the Alabama Power Company, at the suggestion of the Power Company. The test was conducted on property of the Alabama Power Company, that owns some 19,000 acres of coal-bearing lands on which there is developed a highly mechanized mine producing some 2,500 cons of good quality steam coal per day. At the same locality ?there is a 200,000 kilowatt steam plant one of the largest in the southern portion of the United States. The Alabama Power Company owes much of its beginning in 1912 to British vision and courage. The original plans for building hydroelectric plants in Alabama, and for the construction of necessary transmission lines, were submitted to Sperling & Company, bankers of London, who agreed to underwrite certain bond issues, the proceeds of which would be used in launching the new Company on its programme. The set-up by which these funds from England were received was through an intermediary Canadian company, which the English investors desired. The Canadian company - Alabama Traction, Light and Power Company, Ltd. became owner of the securities of the Alabama Power Company and marketed its own securities through the banking house of Sperling & Company. Without assistance at this time the Alabama Power Company could not have gone ahead with its programme of expansion and the bringing together of the properties necessary for laying the foundation for a strong Company, fortified with ample power resources essential for future requirements and for dependable service to the public.

Jan 1, 1948

By Håkan Schunnesson, Kirsten Holme

"When mining high grade, narrow ore bodies, the mining method often implies a very detailed knowledge of the ore contacts to avoid unacceptable ore loss and waste rock dilution. During the past decade, the use of microprocessor based drill monitoring equipment has become an accepted technique, even for percussive drilling. On the basis of the recorded drill performance, such as penetration rate, torque pressure, thrust etc., a fast evaluation of the lithological sequence of the ore zone can be made. In order to evaluate the potential of percussive drill monitoring to pro-vide detailed information of the geometry of the ore body, the technique was tested in the Viscaria copper mine in Sweden during 1996.To provide understandable information to the mine geologist, great emphasis was placed on the separation between the drilling response generated by variations in rock conditions from variations caused by the operator and the drill system. Due to the complicated geology in Viscaria, the drilling response presented to the geologists was separated in two independent signals, one representing the hardness of the rock and one representing the in homogeneity(fracturing) of the rock. With those signals a good separation between different rock types in the ore horizon was achieved.The experience from the Viscaria copper mine is that drill monitoring not only can be used to locate contacts between rock types, but also to characterize rock conditions and, often, also to specify the exact rock type present. Because it is possible to get the drill monitoring information very quickly it is a valuable complement to diamond drilling for increasing the specific knowledge of the geology and the ore body."

Jan 1, 1997

"Developed by CRIRSCO, IRT is a document that draws on the best of the CRIRSCO-style reporting standards. These reporting standards are recognised and adopted world-wide for market-related reporting and financial investment.The IRT is not an international reporting code and does not supersede existing national reporting standards. Rather it is a guideline that encapsulates the content of these standards for the benefit of the international mining industry and its various stakeholders.The template is a 'living document' that is continuously updated and improved as new national laws, rules, codes and guidelines are created or amended.The International Template is advisory only and where national codes already exist, these will take precedence. The International Template is intended to assist those countries that either do not have a reporting code or whose code is outdated, to produce a new code consistent with international best practice. It also provides a consolidated version of national codes that reflects their compatible international components and may thus be used in comparisons with other international reporting systems. The word 'Template' is used advisedly to indicate that this document is a model for code development and does not in itself constitute a 'code' which implies that it has legal or other regulatory force.From this point forward, the Template includes words that imply a mandatory action, such as ""requires"", ""applies"", ""must"" etc. This is to enable the Template to be easily adopted by countries and organisations wishing to do so, and does not imply that the Template itself is a mandatory reporting standard.INTRODUCTION2 In this edition of the International Reporting Template (""The Template""), important terms and their definitions are highlighted in bold text. The guidelines are placed after the respective Template clauses using indented italics. They are intended to provide assistance and guidance to readers for interpreting the application of the clauses in the Template.Indented italics are also used for Appendix 1 — 'Generic Terms and Equivalents"", and Table 1 —'Check List of Assessment and Reporting Criteria' to make it clear that they are also part of the guidelines for the application of the Template.Appendix 1 contains a table of generic terms and their equivalents, designed to avoid unnecessary duplication or ambiguity in the textAppendix 2 provides Rules of Conduct for Mineral Resource and Mineral Reserve estimators that may be considered in addition to the Codes of Ethics or Practice normally applying to members of professional institutions."

Jan 1, 2003

By D. Berkley

"Economic and environmental constraints drive more and more industrial organizations in using energy management as one of the means for addressing these issues. The recent increase in energy price could even make energy management a matter of “survival” in some cases.Experience shows that energy management is successful when the energy is managed like a resource, i.e. continuously, systematically, and in an organized manner, not like an expense, paying the bills once a month. This requires the development and implementation of an energy management program (EMP).This paper outlines some of the barriers, keys to success, components, and approaches to a successful energy management program, plant- or corporation-wide."

Jan 1, 2005

A mathematical model of a decision is represented by the table in Figure 4. The numbers in the matrix are a measure of the effectiveness of each alternate for an objective. In this case, it is the per cent of desired profit that is satisfied by each alternate for each objective. By adding all of the values in a row, we have a measure of which alternative is best for both objectives. However, if you think that alternate 1 is necessarily better than alternate 2, you are wrong. Why? Because the weight of the objectives may not be equal. It could just be that this plant can sell more than it can produce, so that the loss in profit represented by increased sales is more than twice as important as reductions in costs. (See Figure 5). In that case, let us weigh objective 1 as 30 per cent and objective 2 as 70 per cent. It must also be obvious that the sum of all the "objective weights" must equal 100 per cent. Now, by evaluating our alternates according to their weights. we find that alternate 2 is better than alternate

Jan 1, 1964

By Selwyn G. Blaylock

There is no more important problem today than industrial relationship, and probably none that is receiving more thought. But in these days of Epie and Utopia, one has to be rather careful in speaking on this subject. Consequently, for fear that my plea for taking the working man into the family might be misconstrued, by some, as a step towards communism or socialism, I would like to say at the outset that I believe that, so long as we have human individualism, human ambitions, human hopes and fears, straight socialism is as far off as the Millennium. The same applies to communism, which only differs from socialism in that the communist realizes that his ideals can only be attained by massacring millions and destroying all that we hold sacred. Each still looks to Russia for inspiration and guidance, totally disregarding the Soviet swing-back to individual contract work and differential wage scales. They seem to be oblivious of the tyranny and repression in the present Russian system, and get very restless when reminded of it. In spite of the fact that the standard of living in civilized countries has improved tremendously and is still improving, we find that, every seven or eight years, production in many lines has outstripped consumption, and we have had panics or depressions of greater or less magnitude, accompanied by extensive unemployment. It is evident to every thinking person that there must be no little inefficiency in the control of industry. For four long years, governments and industrialists have striven to find the key to solve the present problem. Many countries are getting back to a position approaching normal-Canada probably more so than most. None, however, can feel assured that they have actually cured the situation. All kinds of schemes have been developed; tariff barriers have sprung up over-night where none existed before; currencies have been inflated to gain added security in the home markets and to try to gain advantage in export trade; and each country watches the movements of the others with fear and mistrust. I am not prepared to formulate a full solution of our troubles, but I hope to be able to demonstrate the feasibility and wisdom of the type of industrial relationship I advocate, and also that it may be a large, and possibly an essential, step towards the solution of our difficulties.

Jan 1, 1935

By K. D. Hester

This paper will review the metallurgical aspects of the completed expansion program at Quirke, and the current rehabilitation and refurbishing program at Panel. During the Quirke program, completed at the end of 1977, the plant capacity was increased from a nominal 4,500 to 7,000 short tons per milling day. The expansion of crushing, grinding, neutral thickening and filtering, leaching, partial neutralization, sand-slime separation, sand washing, C.C.D., clarification, ion exchange, mine water treatment, and tailings neutralization and pumping will be considered. The application of Enviro-Clear thickeners in the mine water treatment circuit and in the C.C.D. will be briefly reviewed. An automatic grinding and classification circuit for limestone will also be covered. The refurbishing program underway at Panel will be discussed. The Quirke and Panel plants will be contrasted and compared. In particular, reference will be made to environmental considerations. The innovative system for producing yellow cake at Panel, LAMIX, will be considered as well as the proposed treatment system for Panel tailings.

Jan 1, 1979

The purpose of this paper is to present the methods used in ground water control and the considerations that affected the development of these techniques. Production at Knob Lake is currently proceeding at depths which may be as much as 200 feet below the original standing water table. In order to produce a more saleable product and to improve operating and maintenance conditions, it is necessary to depress the water table below the mining level. Considerable success has been achieved by drilling deep wells in strategic locations and installing vertical tur-bine pumps at depths of up to 400 feet. This method is especially suitable for operation under severe winter conditions and has reduced the detrimental effects by a far greater extent than other methods of water control, Spring runoff is handled in open sumps, but all other water from four mines, with flows exceeding 16,000 g.p.m., is pumped all year 'round from about thirty-five wells. T HE Knob Lake operation of the. Iron Ore Company of Canada is located on the Quebec-Labrador border, 320 miles north of Sept Iles,

Jan 1, 1965

The purpose of this paper is to present the methods used in ground water control and the considerations that affected the development of these techniques. Production at Knob Lake is currently proceeding at depths which may be as much as 200 feet below the original standing water table. In order to produce a more saleable product and to improve operating and maintenance conditions, it is necessary to depress the water table below the mining level. Considerable success has been achieved by drilling deep wells in strategic locations and installing vertical tur-bine pumps at depths of up to 400 feet. This method is especially suitable for operation under severe winter conditions and has reduced the detrimental effects by a far greater extent than other methods of water control, Spring runoff is handled in open sumps, but all other water from four mines, with flows exceeding 16,000 g.p.m., is pumped all year 'round from about thirty-five wells. THE Knob Lake operation of the. Iron Ore Company of Canada is located on the Quebec-Labrador border, 320 miles north of Sept-lies, a seaport

Jan 1, 1965

By S. Zekovic

"The paper gives an overview of the economics condition and strategic business challanges of the mining&metallurgy sector and their possible impact on the future development of the Bor basin of copper in Serbian part of Danube Region. Economics and strategic challanges in the mining& metallurgy complex are emphasized by world economic and financial crisis. An analysis of strategic challanges is undertaken by application of a comprehensive development framework approach. Paper indicates that an economics and evaluation of possible impacts of constraints and challenges for the development of Bor basin shows that it must be included in corporative decision, local and regional plans.INTRODUCTIONRisks are characteristic of every strategic development and business decision-making, so their successful management should be a part of the development strategy of the corporation, especially longterm. Due to the growing uncertainty in the general socio-economic environment, “risk management”, risk insurance, risk control, risk culture, risk optimization are frequently talked about. Among the key risks at a corporate level are the financial risks and risks of the regulative framework, especially in the field of environment and land use. In both cases, it is a question of external risks, which the companies need to relativize and successfully manage. Some companies pay more attention to production risks and search for better solutions in that domain which is not enough (Ernst&Young, 2008). Strategic business risks appear mostly on the macro-economic level, from where they should be” transferred” onto the level of sector economics and action level in corporations. Risk management include transferring the risk to other parts, avoiding the risk, preventing hazard, reducing the negative effect or probability of the risk, accepting some or all of the consequences of a particular risk.The research has included perspective and the general market trend and market positioning of the production and copper processing complex in the world; the impact of the requirements and strategic goals of the EU Directive and Kyoto Protocol on the institutional and other adjustments important for business in this sector; the impact assessment of the regulations important for business in the mining and metals sector, and case study of economics and challenges for the development of mining and metallurgy sector in the Bor basin of copper in Serbian part of Danube region. The analysis has included the identification and assessment of the global challenges on the future development of the copper complex in the miningsmelting basin Bor. Presented results in the paper are part of the research project “Sustainable spatial development of the Danube area in Serbia"" (No. 036036), financed by Ministry of Education and science of Republic Serbia."

Jan 1, 2012

By Martin G. Wafforn, George J. Greer

"In early 2014, Pan American Silver Corp. commenced a project to construct a second shaft at its La Colorada underground mine located in Zacatecas State in Mexico. This was the first new shaft development project undertaken by Pan American Silver in the history of the company. The existing mine workings permitted the use of a raise bore for the excavation of the shaft opening, utilizing directional drilling in poor ground conditions to advance the pilot hole. This was an interesting project with many challenges and successes, and numerous lessons learned. The project was successfully completed in 2016, with the shaft operating at full mine production capacity within weeks. INTRODUCTION The La Colorada Mine has a long history dating from at least the 1920’s. The mine is located in the northern portion of Zacatecas State in Mexico in the Chalchihuites area, an approximate two hour drive south from the city of Durango. Pan American Silver acquired the La Colorada mining concessions in 1998, with mine production at that time consisting of only a few hundred tonnes per day. Over the course of the following 15 years, with the addition of an oxide processing plant and some expansions to the sulphide processing plant and site infrastructure, production was eventually increased to a maximum of 1,250 tonnes per day, all of it generated from conventional cut-and-fill stopes in the underground mine. An existing shaft was used to hoist the ore to surface, and over the years Pan American Silver had deepened the shaft and had changed out some of the hoisting plant. However, there were historic workings in close proximity to the shaft that made it unsuitable for personnel transport, and shaft maintenance was becoming difficult. The shaft was increasingly considered as a risk to the long term production continuity, and also to further deepening of the mine. In addition, expanding the capacity of this old shaft was not possible. Drilling of the La Colorada mineralization at depth commenced in 2010, with very good exploration success. As a result, by the end of 2013, the mine reserves had grown to a total of 6.5 million tonnes of high grade ore (388 g/t Ag, 0.36 g/t Au, 2.4 % Zn, and 1.3% Pb). Furthermore there were more (and higher grade) sulphide reserves than oxide reserves at depth. Following the completion of an internal study in 2013 with assistance from one of the international shaft contractors, a decision was made to increase the production from the mine with the construction of a new shaft and a new sulphide processing plant, a project with a calculated payback of 2.2 years."

Jan 1, 2019

By F. A. McLean

At the Annual Western Meeting held at Blairmore, Alta., October 1924, the writer presented a paper drawing attention -to the advantages of portable gas-driven equipment for developing isolated mining properties. This type of equipment was at that time practically in its infancy and the details of results actually accomplished were somewhat meagre. During the last year or so a number of these plants have been installed so that it is now possible to offer more definite information regarding the actual mining progress accomplished with such plants and their cost of operation in various parts of the country. This paper has been written with the idea of reviewing the work done during the past year, and to supply data which may be of interest to those wh9 are confronted with the problem of selecting equipment for development or assessment work. Because drilling operations play such an important part in mining, one of the first problems that usually confront the prospective? mine owner is the selection of the proper com-pressed-air plant. The size and type of equipment and the method of driving it require careful consideration. The size and type of equipment is determined largely by the funds available, transportation facilities, and the speed with which the programme of development is to be carried out. The selection of the proper method of drive usually depends on local conditions, such as the relative cost of various fuels, and has an important bearing on operating costs.

Jan 1, 1926

By R. B. Ellestad

Introduction Lithium has been known since 1817, when it was discovered by the Swedish chemist, Arfvedson, while working in the laboratory of Berzelius on the chemical analysis of the mineral petalite, LiAl(Si205)2. Development of the chemistry of lithium proceeded slowly, following the early work of Davy, Gmelin, Bunsen, and Matthiessen. Approximately seventy years elapsed before lithium products assumed any commercial importance, and for a considerable period it was a' very minor industry. Their chief early use seems to have been in medicine, and in the production of lithiated water. Other more important uses were gradually discovered, and the industry has had a slow but steady growth. Chemistry Lithium is classified as an alkali metal, along with sodium, potassium, rubidium, and cæsium. Like these, it is a silvery-white metal, which can be cut with a knife; it is harder than sodium, but softer than lead" It is remarkable in having a density of only 0.53 gram per cubic centimeter, which makes it the lightest metal. On ignition in air, it burns intensely to form chiefly lithium monoxide, Li2O. Like the other alkali metals, lithium reacts vigorously with water to form hydrogen and lithium hydroxide. The later is a strong base, and reacts with acids to form salts. The salts of lithium are in general analogous to those of the -other alkalies, but many of them have unique properties. For example, lithium chloride and bromide are extremely hygroscopic, and have a very high water solubility. Lithium fluoride, phosphate, and carbonate, on the other hand, are all relatively insoluble, unlike the corresponding sodium and potassium compounds. In this instance, lithium exhibits its frequent tendency to resemble the alkaline-earth group of elements (calcium, strontium, and barium). Many of the special and valuable properties of lithium are related to the extremely small size of the lithium ion.

Jan 1, 1948

By M. C. Bétournay, J. E. Udd

"The Mining Laboratories of CANMET are the principal federal government vehicle for the delivery of mining research in Canada. With research being performed at five locations, which are mostly mining communities, the laboratories are in close proximity to the industry which they serve.The Mining Laboratories have three principal roles: (1) to support government in its development of policy; (2) to aid industry in the enhancement of productivity; and (3) to improve the health and safety of Canadians,both in the workplace in mines and around abandoned mine sites.From 1994 to 1996, CANMET’s mining research was re-focused into four programs. These are: (1) Underground Mine Environments; (2) Mine Mechanization and Automation; (3) Ground Control, and; (4) Coal Mining Health and Safety.In this paper, the authors outline the work of the Mining Laboratories and also identify the areas considered to be primary targets for future mining health and safety research in Canada."

Jan 1, 1997

By Adrian Dance

The Antamina orebody is a geologically complex, polymetallic skarn located in the Peruvian Andes. A range of copper and copper-zinc ores are campaigned separately through the concentrator producing copper and zinc concentrates as well as lead and molybdenum by-products. Ore type classification at Antamina is based on chemical assays; geological or lithological variations are not considered. Consequently, each ore type demonstrates a wide range of concentrator performance. Antamina is currently implementing a system to track ore movements from the shovel face to the concentrator. Relatively sophisticated models of the ROM and coarse ore stockpiles ahead of the mill will be used to account for the variable delay between mining and milling. One of the numerous benefits of ore tracking is the ability to directly associate the measured concentrator performance with a physical location in the orebody. Using existing mine planning software, three-dimensional models can be created of such performance measures as metal recovery, concentrate quality, operating cost and reagent consumption. Such a database of information allows the true value of different ore sources to be determined. The value of an ore source is conventionally measured as metal content (individual or combined ?equivalent?) with a cut-off grade applied to indicate some base level operating cost. However, the true value of an ore source should include dynamic factors like haulage cost, reagent use, smelter penalties and even prevailing metal prices. If an ore source is considered from all perspectives rather than simply its potential to deliver value, the concept of ?ore? becomes more flexible. Any ore source that reveals itself to be unprofitable can be eliminated from the mine plan or possibly blended with others to improve its value. The ability to predict mill performance ? and thereby profitability ? is a powerful tool. In an operation such as Antamina, where managing ore sources, campaigns and the delivery of a variety of concentrates in a narrow timeline to customers is a daily challenge, prediction is the key to success and improved efficiency.

May 1, 2003

By A. W. White

Introduction To discuss all the technical details of incorporation laws, security laws, underwriting procedures, codes, and ethics-as laid down by varous associations -would be impossible in the time which has been allotted to me. My remarks, therefore, will be made in a very general way and will naturally be coloured with experiences which my firm and I have had. There is a common expression that "money makes the mare go". I hardly have to mention here that the best prospect in the country is of very little value unless its prospects can be developed-and this requires large capital expenditures. The art and problems surrounding the raising of this money is a long and interesting story. Since by its very nature mining is risky, the appraising of its risks in the many phases of its development programme is continuous. Very few men-if any-and very few corporations -if any -can afford to take all the risk of mining. Because of taxation policies-and the very scheme of present-day living -the truth of this statement can be seen throughout the whole industry by a close examination of the records. Since this is so, it is essential that the mechanics of distributing risk on a sound, and equitable basis be known to those engaged in the business and to the investor or spectator who proposes to risk his funds in the industry. Perhaps the greatest stimulant to modern business activities has been the creation of corporate bodies. It is evident, from the number of charters being granted by various jurisdictions, that this method of doing business is becoming more and more important. A limited company -or corporation-can be defined as a fictitious person existing solely in contemplation of the law.

Jan 1, 1951

By Karl J. C. Harries

"9.1. INTRODUCTIONIn Chapter 5 of Volume I royalties are dealt with and several topics would appear to be duplicated in this Volume. However, Volume I may be looked upon as a general guide, whereas this Volume is a reference volume. It deals in considerable detail with specific provisions and concepts relating to royalties between private parties. This does not, however, mean that Chapter 5 can be ignored. It should be looked upon as a source of general information concerning royalties between private parties and as a negotiating aid intended to give an overview of various topics. You may well find that in its general approach it will lead you to ask a question which, hopefully, will be dealt with in this Volume .It should be remembered that royalty agreements are agreements with a particular focus, and so the concepts set forth in Chapter 1 apply to them. This chapter addresses a few considerations specific to royalties that will usually form part of an agreement rather than a stand-alone agreement.9.2. FORMAT FOR ROYALTY PROVISIONSIn many of the cases where royalties arise, they are adjunct to, or part of, other arrangements. For example, a royalty may form part or all of the consideration to be given to an owner upon purchase of his property, or it may arise if a joint venturer ceases to contribute to the venture and has his interest converted to a royalty.1 It is with such situations that this section primarily deals; if the royalty is contained in an agreement that is singularly, or primarily, concerned with creating it, then it is just a normal agreement.Commonly, by the time the right to receive the royalty arises, at least some of the other provisions of the agreement have been performed and/or become redundant. For example, in an option agreement the royalty will be a continuing obligation of the optionee, usually arising only after the option has been exercised.2 In a joint venture agreement, a royalty will often arise where the interest of a non-participating venturer has been diluted and converted to a royalty, in which case the recipient will usually become a passive party, entitled only to his royalty, and most of the rights that he enjoyed as an active venturer will cease to be effective."

Jan 1, 2003

By P. deH. Eastcott

The paper summarizes a slide presentation made during the CIM Mechanical-Electrical Operators' Conference, held at Sudbury. Ontario, January 25-27, 1977. Its scope has been limited to a few specific aspects of modern Canadian hoisting plant practice that are likely to be of interest to operating personnel. It is intended to serve as a brief review of established methods discuss in more detail the present state-of-the-art and suggest trends that will appear as products during the next few years.

Jan 1, 1977

By G. M. Behrend

"AbstractMeasurement and control systems in minerals processing plants are usually well thought out and designed. The criteria and design parameters have been interpreted correctly.However, these systems often fail to perform satisfactorily or break down altogether as a result of in-plant conditions which are unpredictable and over which the instrument systems designer has no direct control. The foresight necessary to anticipate the problems and allow for them in the systems design can only be generated by experience.This paper lists the most common of these problems and offers practical methods for their solution. It then follows with an analysis of instrument installation practices and comments on special points that need watching.Finally, instrument maintenance is discussed with a view to achieving good maintenance at the best possible economy.Good MeasurementGeneralTHE MINES and mineral processing plants of the nineteen seventies, after decades of sensible caution, have now committed themselves to extensive automatic control. X-ray analyzers are freely specified. Sample acquisition systems are efficient and automated, computers are reliable and relatively cheap, and computer control systems in conjunction with the new analyzers are operating in a good many plants and are proving to be profitable.The sight of shift foremen and floor operators assembled in front of a TV-tube and taking a computer data display as gospel truth is quite common now, and yet was quite unthinkable only ten years ago."

Jan 1, 1977

By Alan M. Jessop

This paper discusses the distribution of frozen ground in the zone of discontinuous permafrost in relation to the pattern of surface temperature. The importance of understanding permafrost in relation to surface construction and open-pit mining operations is stressed.

Jan 1, 1972