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By Neil A. Brown

The trona deposits near Green River, in southwestern Wyoming are world class in size and quality. They contain more than 25 times the reserves of the next largest trona deposit at Lake Magadi in Kenya. Based on present rates of production, the Green River reserve should last for more than 500 years. Since their discovery in 1938, the Union Pacific Corp. has been instrumental in the promotion, development and production of soda ash in Wyoming. Union Pacific spent several years drilling the deposits and trying to promote them to chemical companies. In 1947, Westvaco and Union Pacific entered into what became the first trona lease agreement. Today, the Green River Basin leads the world in soda ash production, accounting for about 25% of the world's supply. Green River producers process more than 14.5 Mt/a (16 million stpy) of trona to produce more than 8 Mt/a (9 million stpy) of soda ash. The future for Green River soda ash looks good, with more of the world looking towards the cheaper and higher quality source of soda ash coming from the natural deposits. Production from the Green River deposits should continue to grow as trade barriers and tariffs begin to fall in Europe and energy and environmental costs force the synthetic producers to exit the market.

Jan 1, 1995

By B. McNulty

The Niblack polymetallic volcanogenic massive sulfide deposits are located on Prince of Wales Island in southeast Alaska, approximately 50 km southwest of Ketchikan. The property hosts a number of polymetallic volcanogenic sulfide occurrences within the folded Lookout rhyolite volcanic succession. The Lookout deposit is the primary focus of current resource delineation and contains an indicated resource of 4,136,000 tonnes at 1.13% Cu, 2.32 g/t Au, 2.27% Zn, 38.70 g/t Ag and an inferred resource of 1,736,000 tonnes at 1.09% Cu, 1.77 g/t Au, 2.02% Zn, and 25.52 g/t Ag as of March 2011. Sulfide mineralization is interpreted to have formed sub-seafloor, within permeable felsic fragmental volcanic rocks. Sulfide minerals of economic interest include chalcopyrite and Fe-poor, Zn-rich sphalerite. Of considerable importance, the Lookout deposit contains elevated gold that occurs as inclusions within the base metal sulfides.

Jan 1, 2012

By A. D. Davis, C. J. Webb, C. S. Johnson, J. L. Porter

The abandoned Belle Eldridge Mine near Deadwood, South Dakota, is on land controlled by the U.S. Bureau of Land Management (BLM) property. The mine produced primarily lead and zinc during the first half of the twentieth century. The BLM has expressed concern about acidic drainage as well as elevated arsenic levels in tailings and waste rock at the site. The mine site was evaluated for remediation in 1998 and 1999. Recent reclamation and remediation work included substantial regrading of waste rock, removal of material where metal loading were of concern, and re-routing of drainage from an adit. Trenching at the site shoed a greater volume than originally calculated during site characterization. Material was removed to a repository that was constructed at a nearby drainage divide. Because of physical hazards, the BLM has decided to remove some historic structures. However, a search of mine records and an inventory of archival materials were complete to preserve the history of the site.

Jan 1, 2002

The Anshan Iron and Steel Co. (AISC) broke its steelmaking design capacity in 1978, bringing its total production of steel products to 6.86 Mt. Located south of the industrial city of Shenyang, Liaoning Province, in northeastern China, it is by far China’s most important iron and steel complex, ranking twentieth among world centers. The complex represents a unique blend of old ecluipment and new ideas for increased production and improved products. Under a state plan, the Chinese hope to raise capacity to almost 15 Mt/a in the future. Originally started by the Japanese in the early 1920s, Anshan has had a rather turbulent 60-year history. It was disassembled by the Soviets after World War II, only to be reassembled by them in the 1950s. Production was also suppressed during the Cultural Revolution. Since the present-day organization, AISC, emerged, the center has experienced progressively improving conditions as well as increased production. Today, the center includes 10 blast furnaces, 24 open hearths, and two basic oxygen units, designed for 7 Mt/a ironmaking and 6.5 Mt/a steelmaking. In addition, it has six batteries of cokemaking facilities with combined 4.4-Mt/a capacity. Solid Iron Resources Anshan’s iron resources consist of a proven reserve base of over 7 Gt of 30~0 Fe, according to Kao Yang, president of the Anshan Iron Mining Co., a subsidiary of AI SC, Most of that, he continued, is amenable to surface mining. Five major mines located to the north and northeast of the city of Anshan are the principal iron ore producers. These mines trend in a somewhat circular manner and combined, represent an estimated 28.6 Ylt/a of ore capacity. In addition, some 2.2 Gt of magnesite, a necessary ingredient in steelmaking, are also part of the reserve base, according to Kao. Annual production is around .2 Mt/a of 47% magnesite, well over the steelmaking center’s annual requirements, Excess production is shipped to other steel-making centers. The largest of Anshau’s open-pit mines is the Chitashan operation with a design capacity of 8 Mt/a. Ore reserves here are well over a billion tons of 30% Fe. Earlier plans to expand production at this mine to 15 Mt/a, with the help of US Steel, have been temporarily shelved. The other mines in the district and their rated design capacity are: Kungchangling, 7 Mt/a; Donganshan, 6.4 Mt/a; Dakushan, 4.2 Mt/ti; and Yenchienshan, 3.0 Mt/a. The Kungchangling mine is the richest in terms of ore grade at 6076 Fe. Reserves are somewhat smaller at 100 Mt. The unit also operates a small shrinkage stoping operation. Ore grade at the other mines is usually 30-327. Fe. Llost mines operated at reduced capacity during 1979 owing to a natural gas shortage at the mills. The general

Jan 3, 1980

By Steven W. Hunt, Safdar A. Gill

Design and construction of temporary shafts for underground facilities often require evaluation of bottom stability due to rupture (blow-ins) caused by water pressure acting on a bottom plug. This paper provides an overview of shaft bottom stability evaluation methods for the case of a relatively watertight soil plug which overlies an artesian aquifer. Methods of considering plug perimeter shear, plug buckling and pressure relief are discussed. Minimum factors of safety are suggested. Future use of the shaft subgrade is also considered. Bottom plug failure case histories at several shafts are evaluated. This paper should be useful to project designers, ground support system design engineers and contractors involved with construction of shafts for underground facilities

Jan 1, 1997

By M. Ralchenko, C. Samson, M. Svilans, C. Walsh

"Through-the-Earth (TTE) radio has been proposed as a means of emergency communications in mines. The propagation of a TTE radio signal depends chiefly on the subsurface conductivity distribution. Robust forward models of signal propagation can be computed based on a realistic conductivity estimate. These models can be used, for example, to optimize frequency, estimate signal range, identify zones of anomalously strong or weak signals, or to optimize the position of the above-ground TTE radio unit. A method was developed to determine the conductivity distribution of a mine overburden using TTE radio transmission data. At multiple locations in an underground test mine, we recorded a wideband electromagnetic signal, spanning a frequency range of approximately 500 to 8,500 Hz, transmitted from a vertical magnetic dipole at the surface. Using a finite-difference time-domain forward modeling code, a layered Earth conductivity model that accounts for topography was fitted to the observed data, which minimizes the difference between the calculated and observed attenuations for each transmitter-receiver pair, for each frequency of interest. Introduction and objectiveThrough-the-Earth (TTE) radio has been proposed for emergency underground communications. The most common type of TTE radio is based on the transmission and reception of signals by electromagnetic induction. These signals are in the extremely low to very low frequency range — in practice, between 400 and 9,000 Hz. This technology was historically developed for mine safety, although recently other applications have been suggested, such as communications in civilian infrastructure like high-rise buildings or tunnels, in the military, and even for wireless detonation and activation. In a coal mine, which is a setting of particular importance for TTE radio due to the higher risk of accidents, day-to-day communications can be done through a wired link. High-frequency line-ofsight systems, whose signals cannot penetrate rock, are also used for communications from nonfixed points. Another option is a leaky feeder system, which is a permutation of a line-ofsight system and a wired link, where a partially shielded coaxial cable allows the signal to “leak” (Delogne, 1982). In an incident such as a mine collapse or explosion, a TTE radio system can still provide a communication link, as wired systems can be severed, and line-ofsight systems cannot penetrate through collapsed portions of the mine, or to the surface (Forooshani et al., 2013; Yarkan et al., 2009)."

Jan 7, 2018

By J. A. L. Campbell

The Galatia Mine is a dual-seam underground coal mine located in Saline County, IL. In 1984, it became the first coal mine to be permitted by the Illinois Department of Mines and Minerals to operate diesel equipment underground. And it is one of the larger underground coal mines in the nation to use diesel equipment. From the beginning, Kerr-McGee determined that diesel equipment offered the best approach to the safe and productive development and operation of the Galatia Mine. The flexibility of this equipment and its ability to promptly respond to changing conditions and mining locations made its use desirable for building this large dual-seam coal mine. The mine had a planned nominal annual capacity of 3.6 Mt/a (4 million stpy) and would employ more than 500 people. Galatia's current reserves are estimated at 231 Mt (255 million st) of recoverable coal from two seams of high-quality, high-volatile bituminous coal. The Harrisburg No. 5 seam is shipped primarily as a low-sulfur steam coal or as a metallurgical blend stock. It is also used in the pulverized coal injection (PCI) process for steel making. The Herrin No. 6 seam is a medium-sulfur coal. Annual production is shown in Fig. 1. A good indicator of a mine's success is employee productivity improvement. For many reasons - the proper use of diesel equipment, the introduction of longwalls and increased employee ex¬perience - Galatia employees have achieved a steady growth in annual productivity (Fig. 1) while maintaining an exceptional safety record.

Jan 1, 1993

By J. E. Kogel

Industrial minerals play a central and dual role in the sustainable development (SD) of natural resources. Over the past decade the mining industry has increasingly focused on sustainably extracting and processing industrial minerals. This trend has been driven by higher energy costs, diminishing water resources and sensitivity towards environmental stewardship. Industrial minerals have been used throughout human history as low cost, naturally occurring, materials. Today they are critical components of recycled packaging, energy efficient building materials, light weight paper coatings, and other products critical to the responsible utilization of global resources. As industrial minerals become more widely used in ?green? products, mining companies have established best practices for the sustainable management of industrial minerals mining and processing. These management practices include reducing energy consumption, minimizing water usage, increasing waste recovery through recycling and process optimization, and maximizing the amount of ore extracted per acre of disturbed land. With the commitment to SD principles, quantitative methods for objectively measuring SD performance have become increasingly important. Measuring sustainability impact is a valuable tool for effectively applying SD principles and for making choices that balance sustainable development against other business objectives. SUSTAINABLE DEVELOPMENT AND MINING Sustainable development is a term that has become a common part of our lexicon; however, it has multiple meanings and interpretations leading to a sometimes confusing and contradictory array of definitions. The absence of a single, precise definition reflects the fact that SD is a broad concept or paradigm that offers guiding principles as opposed to a specific set of criteria or regulations enforceable by government or other oversight agencies. While a principle based conceptual approach allows businesses to broadly apply SD practices that are tailored to their specific situation, it has also led the public to sometimes view voluntary corporate SD programs with a degree of skepticism (Walker and Howard 2002). This is particularly true in the mining industry. One reason for this skepticism is that the relationship between SD and mining is misunderstood and to many, sustainably developing non-renewable mineral resources is a contradiction (Rajaram et al. 2005). However, this view takes a very narrow interpretation of the tenets of SD. The second is that mining carries a legacy of poor environmental stewardship that does not accurately reflect current corporate environmental practices Many minerals companies have adopted the Brundtland Comission?s definition of SD (United Nations 1987): ?? development that meets the needs of the present without compromising the ability of future generations to meet their own needs?. This definition is very broad and can be interpreted in a number of ways. It provides a general context for sustainable development and is not intended to provide detailed guidelines addressing specific aspects of sustainable development. To fill this gap the following SD principles were drafted by the international minerals community in 2003 (ICMM 2003): 1. Implement and maintain ethical business practices and sound systems of corporate governance. 2. Integrate sustainable development considerations within the corporate decision-making process. 3. Uphold fundamental human rights and respect cultures, customs and values in dealings with employees and others who are affected by our activities. 4. Implement risk management strategies based on valid data and sound science. 5. Seek continual improvement of our health and safety performance. 6. Seek continual improvement of our environmental performance. 7. Contribute to conservation of biodiversity and integrated approaches to land use planning. 8. Facilitate and encourage responsible product design, use, re-use, recycling and disposal of our products. 9. Contribute to the social, economic and institutional development of the communities in which we operate. 10. Implement effective and transparent engagement, communication and independently verified reporting arrangements with our stakeholders. These guidelines insure that SD concepts are applied equally across the industry while setting a clear performance standard and benchmark against which to evaluate success. By adopting these principles and issuing the Milos Statement (http://www.sdimi.org/milos_decl_October%206_2003.pdf), which provides a more detailed vision for integrating SD into everyday business operations, the minerals industry has embraced SD as a core corporate value. The unifying and holistic approach embodied in SD principles impacts the entire mine to market life cycle and addresses the economic, environmental and social consequences of mining. INDUSTRIAL MINERALS The world economy relies heavily on minerals; they are essential to economic prosperity and the quality of life. Industrial minerals are non-metallic, non-fuel minerals that provide the raw materials for a vast range of products used in most every aspect of daily life. They are mined and processed worldwide and they span the spectrum from relatively low value, high volume commodities (e.g. common clay, crushed stone) that are usually mined locally to high value, low volume specialty materials that are sourced from unique one of a kind deposits (e.g. barite, talc, mica). High volume commodity mining operations are often located near the end use market which, in most cases, means areas of high population density where construction and other urban activities drive demand. In these situations the strict adherence to SD principles is particularly critical as these are highly visible operations that must meet the public?s demand for good corporate citizenship. These operations are similar to chemical or other manufacturing facilities that operate near population centers. In contrast, some mining operations are located in remote but environmentally sensitive regions of the globe where the pressure to mine sustainably is driven by the need to preserve habitats and other

Jan 1, 2009

By Harry Parker

Resource and Reserve Audits Becoming Increasingly Common Types of Audits -Review of Methodology (‘Fatal Flaw’) -Due Diligence – (‘Sign Off’) -Endorsement – (‘QA-QC’) Suggested Standards in Red

Jan 1, 2003

By A. Sadik

The proliferations of media sources and non-profits organizations in Ghana have put the negative impacts of mining on the ?spot?; this has resulted in public outcry about mining. Although, the gold mining industry has responded by implementing several voluntary measures to ensure sustainable mineral development, these critics label such measures as ?green wash?. In this study, a content analysis of newspaper articles of the Ghana Web Database was carried out after the collection of a total of approximately 900 newspaper articles from it. The data were statistically analyzed to chronologically examine the main media view points and the changing perception of mining issues as reported by private and public media. The results showed government, mining industry (Gold), illegal miners and non-profit & community groups as the main media view points and total of twenty-eight related gold mining sustainability issues. The findings of this study could be used by the gold mining companies to improve upon the communications of their unknown sustainable mineral development measures and to design effective communications and education programs for the public.

Jan 1, 2009

By Donald A. Ranta

Every mineral project or mine is based on a geologic entity-an ore (mineral) deposit. A well-defined mineral deposit and its associated geologic characteristics are the only aspects of a project that cannot be altered. Mine plans can be modified to exploit the deposit using alternative approaches and yielding similar results. A variety of processing methods also are often available producing generally comparable results. Major modifications can be made to other aspects of the project without substantially changing project economics. However, all engineering and metallurgical aspects of a mine must be accommodated to the spe¬cific location and geologic characteristics of the deposit. Geologic data and interpretations form the foundation for both mine evaluation and mine production by providing esti¬mates of reserves and essential information for mine planning and process design or control. Proper geologic work requires a keen awareness of and an ability to anticipate the technical requirements of geotechnical engineers, hydrologists, mining engineers, metallurgists, and other specialists. Geologists are inte-

Jan 1, 2008

By E. Sirolli

In recent times, with rare exceptions, most economically viable ore discoveries have been large, low-grade and located in remote parts of the world. Mining companies have often shown to be incapable of mitigating their social and economic impact on local communities. Sustainable development and relations can be achieved by implementing bottom-up methodologies to the top-down tools already in use by mining companies. In order to magnify the importance of enterprise facilitation as a primary method for community development, data from 25 years of community based work around the world was used. Results highlight the need for a grassroots approach to local economic and community development, which focuses on the creation of a parallel economy in communities. Using solely top-down methodologies for developing community relations is shown to be a limited resource for mining companies. There are fundamentally two dangers for mining companies: alienating the local population, resulting in militancy and lengthy legal battles to obtain a license to operate; and, being accountable for building social and economic infrastructure that are not the company?s responsibility.

Jan 1, 2012

By M. Dobbins

The advent of the more efficient and effective rare-earth roll (RER) separator in the early 1980s began a new era of dry magnetic separation. The RER units quickly became the separator of choice within the materials processing industry. Though RER separators are now commonplace throughout the world, only modest advancements have been made to the original design. This paper details recent, more significant, rare-earth magnetic separation developments. These developments maintain the best features of existing technology while minimizing shortcomings. The discussion includes discerning features that aid in better metallurgical performance. Also discussed are improved mechanical aspects that allow for both easier operation and maintenance. Performance details from various test programs are included.

Jan 1, 2010

By M. E. Ryan, C. L. Hoebbel, E. J. Haas

DISCLAIMER The findings and conclusions in this paper are those of the authors and do not necessarily represent the official position of the National Institute for Occupational Safety and Health, Centers for Disease Control and Prevention. Mention of any company or product does not imply endorsement does not constitute endorsement by NIOSH. ABSTRACT It has been suggested that effective disaster prevention and response in mining requires that elements of emergency management be incorporated into everyday operations, planning, and decision-making, much in the same way that the industry approaches routine risk management. Since Congress passed the MINER Act in 2006, the newly mandated structural and technological advancements in mine emergency response preparation have been made and are apparent, but measureable improvement in mineworker emergency preparedness is difficult to ascertain. To begin exploring whether measurable indicators of mine workforce preparedness can or should be addressed within a risk management framework, NIOSH researchers examined the datasets from two separate research efforts—one which measured the organizational safety climate and self-reported safety performance, and the other which measured individuals’ perceptions of their own self-escape competency. INTRODUCTION In response to the mine disasters in 2006, the United States Congress passed the Mine Improvement and New Emergency Response Act (MINER Act), which strengthened existing regulations [30 CFR, Part 48] and introduced new provisions to improve mine emergency response. Since that time, new technological and structural features, such as mandated redundant communication systems, personnel tracking systems, and lifelines in primary and secondary escapeways, have been installed in underground coal mines across the country. Additionally, mine operators are required to develop emergency response plans, provide adequate supplies of breathable air throughout the mine, provide more frequent and realistic expectations training, and are required to immediately notify the Mine Safety and Health Administration (MSHA) in the event of an accident. While the structural and technological advancements in emergency preparedness are readily observable and easily measured, levels of individual mineworker preparedness remain difficult to assess. There is a general consensus that deficiencies in competence in the non-routine tasks required for individual miners to effectively respond to a mine emergency likely remain (e.g., National Research Council [NRC], 2013), and NIOSH research continues address this concern (Haas, et al., 2015; Hoebbel et al., 2018). To maximize an operation’s capacity to effectively prevent disasters and/or respond to emergency events, it has been suggested that individual and emergency management efforts be incorporated into everyday operations, planning, and decision-making in much the same way organizations manage routine risks to health and safety (Haddow et al., 2017). To the authors’ knowledge, the mindful intersection of routine risk management policies and practices and emergency prevention and response readiness have yet to be empirically studied within the mining industry.

Jan 1, 2019

By Harald Ulrik Sverdrup, Anna Hulda Olafsdottir

The long-term supply of nickel to society was assessed with theWORLD7 model for the global nickel cycle, using new estimates of nickel reserves and resources, indicating that the best estimate of the ultimately recoverable resources for nickel is in the range of 650–720 million ton. This is significantly larger than earlier estimates. The extractable amounts were stratified by extraction cost and ore grade in the model, making them extractable only after price increases and cost reductions. The model simulated extraction, supply, ore grades, and market prices. The assessment predicts future scarcity and supply problems after 2100 for nickel. The model reconstructs observed extraction, supply and market prices for the period 1850–2020, and is used to simulate development for the period 2020–2200. The quality of nickel ore has decreased significantly from 1850 to 2020 and will continue to do so in the future according to the simulated predictions from the WORLD7 model. For nickel, extraction rates are suggested to reach their maximum value in 2050, and that most primary nickel resources will have been exhausted by 2130. After 2100, the supply per capita for nickel will decline towards exhaustion if business-as-usual is continuing. This will be manifested as reduced supply and increased prices. The peak year can be delayed by a maximum of 100 years if recycling rates are improved significantly and long before scarcity is visible.

Jan 26, 2021

By C. Frenzel, N. Blechschmidt

"INTRODUCTION There is no doubt about the time and effort companies put in establishing and maintaining their equipment. However, the question about how these companies can map the benefits comes up. Neither do they have the tools to quantify the benefit of their action, nor do they have the tools to know the actual quality of their current maintenance system. The resources used in the process seem futile to observers. It seems impossible to trace improvements and to get information about the impact of actions in retrospect. Improvements in maintenance performance cannot be recognised by management or shareholders. Thus the necessity for measuring the performance of maintenance systems is given. In this paper ConMoto is systematically showing the strengths and weaknesses of many companies' maintenance management and is providing field-tested proven design elements for measuring maintenance systems and implementing Value Oriented Maintenance. Considering only business assets in production facilities and related machinery out of all investment goods in Europe, you reach a value of around 9.7 trillion euros in 2008. In Germany alone the equipment replacement value amounted to about 1.9 trillion euros [8,10,11,13]. If you calculate a cross sector maintenance costs rate of 4.8 % (corresponding to the average value identified in this study), direct maintenance costs in European production locations add up to over 450 billion euros per year [3]. These figures speak for themselves. Yet maintenance is not only of enormous significance for European enterprises. Our experiences show that maintenance and asset management, particularly sustainability issues, are also increasingly moving to the forefront in the BRIC states, in the Middle East and in many emerging countries. First of all, in order to meet the resulting high quality and cost related requirements of maintenance systems, a comprehensive overview of the issue is needed. This overview is provided by a detailed analysis of 83 companies and production plants from various sectors – with amazing results. SIGNIFICANCE OF MAINTENANCE Current studies show the high financial significance of maintenance and asset management. According to the market study in the Asset Manager [9], in industrialised countries about 10 to 15 per cent of the labour force are employed in maintenance and facility management tasks. In Europe about 40 to50 million people are directly and indirectly involved in retaining the value of machinery, plants, buildings, transport systems and infrastructure facilities. A glance at the costs side also demonstrates the great relevance of maintenance. EU-wide annual direct maintenance costs amount to a total of more than 1,500 billion euros. In Germany alone they are about 250 billion euros. This impressive total is considerably exceeded by indirect maintenance costs caused by technical failures. Indirect costs are estimated to be five times higher (Figure 1). [7,12,14]"

Jan 1, 2018

By R. J. Latino

Because of the lack of a universally accepted definition or standard for RCA, we are left to our own conventions in the marketplace as to what is most ?effective? or a ?Best Practice? for our own facilities or organization. This lack of uniformity in the application of RCA produces an equal lack of uniformity in the measureable outcomes of RCA on the bottom-line from site to site and industry to industry. What is the definition of success for an RCA? Is it regulatory compliance? Is it some quantifiable measure of bottom-line performance? Is compliance and bottom-line performance the same thing? Can we measure the ROI we receive by doing compliant RCA? These questions must be adequately addressed if any definition of RCA is to be effective on the bottom-line. Like our various Corporate Vision and Mission Statements, what would be our Vision and Mission for RCA? When pondering the answer to this question, we should consider: ? What Key Performance Indicators will the Success of RCA be Linked to? This provides a direct correlation to the corporate dashboard and therefore garners support for the RCA effort when implemented at the sharp end. Not until we know what KPI?s will effectively measure our maintenance and reliability objectives can we begin to establish which opportunities will afford the greatest returns1. ? What Bottom-Line Metrics will be Tracked to Measure the Effectiveness of Our RCA Effort? Will it be increased production, profitability, regulatory compliance, etc.? Will it be decreased injuries/fatalities, claims, customer complaints, risks, etc.? We should be specific about these metrics and their correlation to the metrics on our corporate dashboard. ? What Will Trigger an RCA Investigation? Normally companies will establish quantifiable thresholds to be surpassed before an RCA will be conducted. Examples may be an OSHA recordable injury, a failure event in which production losses exceed $250,000, an equipment failure in excess of $50,000 or a regulatory violation. This is the norm. However, we should realize this is using our RCA skills totally on a reactive basis. High Reliability Organizations (HRO) strive for proaction and they also use RCA proactively. Why can?t we use RCA to analyze why unacceptable risks from an FMEA are so high? It is perfectly applicable yet rarely implemented in this fashion.

Feb 27, 2013

By Wilfred P. Schmoe

Introduction An integrated oil company has two options in approaching strategic planning. It has to decide whether it is in business for the long-term. I state this in all seriousness. Those who help manage public companies have the responsibility of good stewardship of other people's money. We must decide whether continued investment in our basic business will generate a reasonable rate of return. With a world surplus of petroleum production capacity, and continuing downward pressure on prices, this question should be addressed by all oil companies. And a positive answer is not necessarily a foregone conclusion in all cases. The decision should be made based on proven competence in finding and developing petroleum reserves on a cost-competitive basis with other producers, and on a frank analysis of future prospects. This should include a realistic assessment of the projected rate of return on specific investment projects. If a company did not pass these tests, its strategy could take one of four paths. Diversification First, it could diversify. But recent history suggests that oil companies are not good at managing other businesses. Second, it could seek a buyer for its business at the optimum return for its owners. Third, it could sell its assets on a piecemeal basis. And, fourth, it could adopt a longer-range plan of self-liquidation by living off current recoverable reserves. In other words, by not investing in exploration and development, it could maximize short-term profit and pass the money back to shareholders in the form of dividends. The Conoco component of DuPont has a below-average cost of finding petroleum, a good track record of efficient production, and a full plate of projects that pass the test of return-on-investment. In short, Conoco is in business for the long-term. That fact, in itself, determines at least one key element in strategy. This is to extend the life of the petroleum reserve base while at the same time maintaining maximum efficient rates of production to provide a strong cash flow. A company that is able to maintain a strong reserve base will ultimately see the value of those reserves escalate as world oil supplies tighten. Our planners expect this tightening to occur within the next decade as demand grows and production in non-OPEC areas of the world begins to decline. An exploration program tailored to meet the requirements of reserve replacement and current production should have two basic parts. The first is relatively low-risk exploration in proven oil provinces. This is augmented by

Jan 6, 1985

By F. M. Doyle

Metal removal kinetics and metal ion selectivity in ion flotation were studied from a thermodynamic perspective. Surface tension data could be used with the Gibbs adsorption equation to quantitatively predict the metal ion removal kinetics in alkylsulfate-Cu systems. However, surface tensions predicted cation selectivity coefficients in the sodium dodecyl-sulfate (SDS)-Cu-Ca and SDS-Cu-Pb systems rather poorly, although the predicted order of the selectivity (Cu2+<Ca2+<Pb2+) was correct. Another thermodynamic selectivity model, which used the Grahame adsorption equation and a geometrical analysis, predicted cation selectivity coefficients that agreed very well with experimentally measured values.

Jan 1, 2000

By J. Mácsik, J. Lindblom, C. Maurice, Susanne Nigéus

Using non-hazardous industrial residues in mine waste remediation is beneficial not only for the mining industry where substantial amounts of the waste generated have potential to produce acid rock drainage and pollute the environment, but also the providing industry, minimizing the waste landfilled. In this study green liquor dregs (GLD), residue from 15 different paper mills were characterized to valorize it as a potential product as a cover material. In another part of the study, one of the GLDs and a local till were characterized to determine the optimal mixture of GLD amended till to be used in a field application at the closed Näsliden Mine in northern Sweden. The study concluded 10% GLD-amended till to be the optimal recipe and was successfully applied at the Näsliden mine waste dump. However, the great variability in the characteristics of GLD creates challenges if it is to be valorized as a product.

Dec 7, 2023