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By Robert Lundquist

REAM is a unique method of rock breaking using high energy projectile impact. This report-describes the most recent in a series of tests demonstrating mining applications for the REAM method. In an underground limestone mine at Greer, West Virginia, REAM was used to drive a short tunnel and drill a large diameter borehole. Along with breakage data from these tests the goal of the program was to examine environmental problems which might result from the use of cannons under-ground. A total of 103 shots was used to advance a 14-l/2-feet high by 10-feet-wide face a distance of 5-1/2 feet. It is estimated that the 9.3-pound-concrete projectiles launched at 5000 feet per second will break an average of 0.78 tons of limestone or 67 percent of the 1.125 tons of granodiorite broken in previous tests. The 9-inch-diameter borehole was drilled horizontally by repeated axial impact for 7 feet, 2-1/2 inches by 21 shots giving an average of 4.12 inches per shot. Scaling this result to compressible impact energy yields an estimated 5.8 inches per shot for a 12.8-inch-diameter hole compared to 8 inches per ~hot for a 16-inch-diameter hole in granodiorite. Noise measurements indicate that a silenced cannon can be used within a few hundred feet of mine personnel in a room and pillar mine within the legal limit of 140 dB impulse without additional protection. Some fume measurements were made with satisfactory results, even though the military propellants used produce much greater quantities of toxic fumes than the liquid propellant proposed for the future.

Jan 1, 1976

By Thomas Varley

IN THE congressional act establishing the Bureau of Mines one of the functions outlined was "to assist I the industry in the prevention of mineral waste." This had not only to do with the waste in mining but in milling and metallurgical practices, including smelting. The organization of the Bureau of 'Mines includes many divisions, each working in a particular field and charged with certain investigative work. The metallurgical division has the above duties under its immediate supervision, and the station located at Salt Lake City is directed by the chief of this division: There are ten experiment stations of the Bureau of Mines, located in various parts of the country, most of them being housed at state universities under cooperative agreements. Considerable care was exercised in locating the stations and in choosing the particular type of work to be investigated at each place. Inasmuch as the Bureau was designed to serve and cooperate with the industry it is only natural that the investigative work be of interest and importance to the territory immediately adjacent to the respective stations.

Jan 1, 1925

By E. D. Gardner

This bulletin, which discusses open-cut mining at the metal mines of the United States, is the last of a series of such papers by the Bureau of Mines describing the principal methods of mining.4 Open-cut mining is applicable to flat-lying mineral deposits relatively near the surface. Vein deposits seldom are amenable to this method, although outcrops of veins sometimes are worked as open pits. Most of the iron ore of the country is mined from open pits; according to the Minerals Yearbook, 67.4 percent was mined from open pits and 32.6 percent from underground mines in 1937. Open-cut mining is relatively new in the copper industry but yields more copper than any other method; in 1937 about 52 percent of the copper ore mined in the United States was taken from open pits. Lead-zinc ore has been produced from open pits in the Joplin (Mo.) district, but most of the deposits in this area, although flat-lying, are too deep to be mined economically by the open-cut method. In 1937 one company at Oronogo, Mo., was stripping overburden and mining mixed oxidized and sulfide ores by this method.

Jan 1, 1941

By K. Chief

American Indian lands contain a vast amount of renewable and non-renewable resources that have consequently been mined (Smith and Frehner). Therefore, it is understandable that tribes are concerned about environmental impacts from mining and their ability to minimize and mitigate these impacts. This has created a need to better understand mining and its environmental impacts. The University of Arizona Superfund Research Program Mining educational modules developed educational modules for tribal colleges focusing on environmental impacts of mining, remediation of mining wastes, and sociocultural impacts of mining. Educational modules are independently packaged units of study designed to enhance the learning process and can be modified and adapted to different learning scenarios and objectives. In addition to providing specialized knowledge, the modules feature hands-on activities, incorporation of technology, student involvement, discussion, and exchange of ideas. Modules will aim incorporate traditional ecological knowledge and approaches that promote effective science learning for native students. Modules are designed to augment existing associates of science programs (e.g. biology, chemistry) currently offered at tribal colleges and can be modified for use in K-12 education and for non-tribal audiences.

Feb 23, 2014

This paper describes the development of an approach to sustainable development for application at the feasibility study stage for a proposed bauxite mine near the community of Aurukun, south of Weipa on the western coast of Cape York Peninsula, Queensland, Australia. The general environment for development was complex in all dimensions. In particular, the socio-demographic profile of the Aurukun community (population 1200) characterised it as being amongst the most disadvantaged communities in Australia. The traditional owners of the area, the Wik and Wik-Way people, were at the forefront in the efforts of Indigenous people in Australia to secure land rights over the past 30 years, and they had previous experience negotiating an Indigenous Land Use Agreement (the Western Cape Communities Coexistence Agreement) with Rio Tinto Alcan, the operators of the Weipa bauxite mine. Through this they had shown a well-founded sense of entitlement with respect to the development of resources on their traditional land. The Queensland State Government had recently cancelled an existing mining lease over the bauxite resource as the holder of the tenement had not fulfilled the terms of a development agreement that had been in place for 30 years. The Government was anxious to avoid any future æbankingÆ of the resource, and had decided to offer tenure to the resource on an international competitive basis, subject to the requirements of the Commonwealth Native Title Act 1993. This would require a negotiation process with traditional owners and potentially involve companies with whom the traditional owners had no existing relationship (typically developed during the projectÆs exploration phase) and who possibly had no project development experience in Australia. As well, the State Government envisaged an approach to development that drew on the significant work that industry and other stakeholders had undertaken over the previous ten to 15 years, commencing with the mining, minerals and sustainable development (MMSD) process. This work was aimed at rectifying acknowledged deficiencies with industry recognition of stakeholder interests, in particular with respect to environmental management and socioeconomic development. The approach adopted aimed to define the strategic community interests and sustainable development outcomes to which the development of the resource would be expected to contribute, and to embody these within an easily usable management structure that could be applied to each stage of project development from feasibility study through to mine closure. The logical framework (AusAID, 2006; ICMM, 2005) was the management tool utilised to order the identified interests and desired outcomes. The structure included components aligned with the key areas of development interest expressed by the community, and the initial baseline sustainable development plan (SDP) developed established component objectives, outcomes, indicative outputs and activities for the feasibility stage of the project. This established an objective framework to guide potential bidders when developing their response to the State GovernmentÆs Request for Proposal. The paper will describe the evolution of the competitive process and the parallel process for development of the SDP. While the institutional environment was politically and socially complex, the use of simple visual representations of the environment and the analysis and ordering of issues, objectives and criteria through methods such as stakeholder analysis and the logical framework approach, enable the development of a dialogue on the contribution that the development of a mining project can make to sustainable community development, and for the development of an agreed program of community support to capture the contribution. The use of the logical framework was found to have good functionality for plan development. Achieving plan outcomes though, is highly dependent on the skill of key project personnel in facilitation, team building, conflict resolution and leadership, as well as their ability to influence the behaviour of key stakeholders with the capacity and authority to require the integration of local economic development criteria in to key project development decisions.

Jan 1, 2009

By Karl J. C. Harries

"8.1. INTRODUCTIONThe purpose of this chapter is not to provide precedents or examples of provisions, but rather to offer some comments that may be worth considering in the negotiation or review of an agreement. These comments are not intended to be exhaustive. It must also be noted that, although the chapter is written in the context of a common law joint venture, the concepts and concerns for the most part apply equally to a corporation that is owned by only a few shareholders for the purpose of participating in the project held by the corporation.The corporation has the advantage of having much of its organization established by local corporate law, but the particular wishes of the shareholders will appear in a shareholders’ agreement. The principal differences will be surprisingly small, save for the acquisition provisions that appear in a farm-in agreement1 and the substantial portion of the joint venture agreement devoted to creating and organizing the joint venture entity. Where the joint venture agreement refers to venturers and committees, the shareholders’ agreement will refer to shareholders and the board of directors, but both will have to deal with such basic matters as decision-making, default, dispute resolution, first refusals, funding, and carrying out work on the project. For convenience, this chapter usually refers to “venturers”, which may be taken to include shareholders.Negotiations give rise to many varying circumstances and concerns, and the main asset of the negotiator is an open and flexible mind. A desired result can often be accomplished indirectly in circumstances where the other side has adopted an inflexible position on a suggested approach. As precedents and standard forms tend to focus a negotiator’s thinking, they can be counterproductive. It is after the deal has been agreed to that a precedent can be of great assistance to the draftsman.The concepts are arranged in alphabetical order for convenience, not to suggest their sequence or position in an agreement or their relative importance. An agreement should adopt a progression of subjects in what the parties consider a logical sequence to read and work with. However, experience has indicated that it is best to set out in a single article the substance of the deal (i.e. the terms relating to the farm-in and what the acquiring party has to do to acquire his interest), preferably near the beginning of an agreement. The acquisition of the interest is, after all, the first order of business. The joint venture provisions will then follow in a reasonable sequence. It is also worthwhile to devote a single article to any special provisions that may apply during the earn-in period. For example, it may be provided that, although all work is to be done by the acquiring party as operator (with the duty of care, liability, and reporting requirements as set out in the joint venture sections of the agreement), but during the acquisition period, the acquiring party, acting as operator, may be at liberty to do such work as he wishes, without the need for any committee or other approvals, and committee meetings may be suspended.2An agreement is divided into paragraphs and articles to make it easier for the parties to read and understand, and to assist a party in finding “that provision” when the need arises. A comprehensive table of contents will also assist the parties who must work under an agreement. An added benefit of a table of contents is that in preparing it, the draftsman sees the overall structure of the agreement and will often catch and correct flaws."

Jan 1, 2003

By R J. Beazley, M C. Woods

"The International Cyanide Management Code (the Code) is a voluntary industry program for gold miners and associated cyanide transporters and cyanide producers. By becoming a signatory, a company commits to follow the CodeÆs principles and implement its standards of practice.Signatories are required to undergo an initial certification audit within three years and a recertification audit every subsequent three years. Recertification audits evaluate compliance over the preceding three-year period. This approach presents a number of challenges. Golder Associates has undertaken in excess of 75 initial certification audits and 25 recertification audits; more than any other audit firm. This paper outlines some of the challenges identified and lessons learnt from the recertification audit process. Central to the process is the challenge for organisations to maintain commitment to compliance over the full three-year period and effectively address deficiencies or non-conformances that may have occurred during that period in a prompt manner.The International Cyanide Management Institute (ICMI) provides guidance in evaluating deficiencies or non-conformances, which requires consideration of the æcauseÆ, ædurationÆ and æongoing compliance effortsÆ and an assessment of the concept of ægood faithÆ in response actions. Golder AssociatesÆ experience with the recertification process highlights some common deficiencies with Code compliance programs, such as: system breakdowns (leading to ineffective communication between departments or loss of information) exceedance of discharge limits inadequate inspections, maintenance activities and associated record-keeping.Such deficiencies can be attributed to: personnel changes organisational changes or structures management systems (eg integrated or standalone) awareness and interpretation of Code requirements transparency of management decisions with Code implications.We have identified that ongoing programed assessment is an effective strategy in maintaining Code compliance.CITATION:Beazley, R J and Woods, M C, 2013. Cyanide code recertification - the three-year challenge, in Proceedings World Gold 2013, pp 247-254 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Sep 26, 2013

Mining men and State officials in their efforts to make mining safer are confronted from time to time with various complicated questions. In recent gears these questions have tended to increase with the use of mechanical appliances. Twenty-five years ago electricity had been used but little in mires; today there is practically no other means of transmitting power employed in American mines, except that in metal mines compressed air is used, chiefly for drilling and for operating small portable hoists. In coal mines there has been a great increase in mechanization, which tends to concentrate the work of production in small areas and to increase the local difficulties of ventilation; also, it has intensified locally the hazard from coal dust as well as firedamp in bituminous and subbituminous mines. The answers to the questions that arise are not always obvious, as is shown by the fact that even able, experienced men differ in their opinions of the best, way to overcome a particular mining hazard. The difficulty of .solving the problems is also demonstrated by the varying provisions in mine-safety rules, both in official regulations and in the rules of those mining companies that are endeavoring to do more than follow the letter of the law. Such differences of opinion as to the best way of meeting a difficult situation are often found within the same mining organization, and, similarly, varying opinions are held by different members of the Bureau of Mines staff.

Jan 1, 1937

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By A. C. Fieldner

"Decline of the Beehive Coke OvenTwenty years ago a favorite theme of the crusader for fuel conservation was the enormous waste of valuable by-products incurred in the manufacture of blast-furnace coke in beehive ovens. Indeed, there was good reason for arousing the national conscience to this needless' loss of an irreplaceable mineral resource. In 1910, 83 per cent of the coke production was made in beehive ovens, from which surplus gas, tar, light oil, and ammonia, aggregating in value (at 1910 prices) 40 million dollars annually, were discharged into the atmosphere.In 1929, proportions were reversed and 90 per cent of the production was made in by-product ovens. The average value of by-products obtained in the production of 1 ton of coke in 1929 was $3.60, as compared with $1.16 in 1910, although the value of a ton of coke had increased only from $3.47 to $4.80. As shown in Figure 1,1 the production of by-product coke progressed rather slowly until 1915. War needs suddenly expanded the demand for coke and the by-products benzol and toluol for the manufacture of explosives. Except during the depression of 1921, this accelerating rate of production was maintained up to 1929, largely at the expense of beehive plants. The 1929 production of 60 million tons of coke will probably remain a record-breaking figure for several years. The developments which are now in progress in long-distance transmission of rural gas and in the utilization of volatile petroleum products and refinery gases for augmenting, city gas supplies may retard an other- wise accelerating demand for coke and coke-oven gas for domestic and industrial heating, Trends in Value of By-ProductsThe increasing value of by-products in comparison to the value of coke is shown in Figure 2. In 1913, the average value of by-product coke was $3.38, the value of the by-products per ton of coke was $1.41, and the cost of coal per ton of coke was $3,27, In 1929 not shown in figure) the value of the coke had risen to $4.80 per ton, the value of the by-products to $3.60, and the cost of coal per ton of coke to $5.07. The by-product values in were 155 per cent higher than in 1913, although the coke value had increased only 25 per And the cost of the coal 55 per cent. Actually the increase or the total value of coke plus by-products in this period was very little more than the increase in the coat of the coal, being 55per cent for coal and 60 per cent for coke plus by-products."

Mar 1, 1931

By Donald Bruce

The three types of specifications which are used for micropile work are: ? Performance Specifications: The contractor is permitted control over certain design and/or construction procedures but must demonstrate to the owner through testing and/or certification that the final product meets the specified performance criteria. This method allows and encourages the contractor to provide a competitive and/or innovative micropile design within the framework of the overall design requirements. The responsibilities for the work are shared between the owner and the contractor. ? Open Specifications: These leave the scope and design of the installation up to the micropile contractor. This method is the most common for securing bids on temporary micropile work. The responsibility for design and performance is clearly placed on the contractor. Open specifications are not recommended for permanent applications. This method allows the contractor to select the most economical micropile system. ? Prescriptive Specification: The Owner describes specific procedures that must be followed, but which may not necessarily describe the objective of the work. When prescriptive specifications are used, the owner is responsible for the proper performance of the system. The contractor is responsible for satisfying the details of the specifications. Performance specifications are the most common and best reflect the challenges and interests of micropile technology and applications.

Jan 1, 2004

By Joint Micropiles Committee

"The three types of specifications which are used for micropile work are: • Performance Specifications: The contractor is permitted control over certain design and/or construction procedures but must demonstrate to the owner through testing and/or certification that the final product meets the specified performance criteria. This method allows and encourages the contractor to provide a competitive and/or innovative micropile design within the framework of the overall design requirements. The responsibilities for the work are shared between the owner and the contractor. • Open Specifications: These leave the scope and design of the installation up to the micropile contractor. This method is the most common for securing bids on temporary micropile work. The responsibility for design and performance is clearly placed on the contractor. Open specifications are not recommended for permanent applications. This method allows the contractor to select the most economical micropile system. • Prescriptive Specification: The Owner describes specific procedures that must be followed, but which may not necessarily describe the objective of the work. When prescriptive specifications are used, the owner is responsible for the proper performance of the system. The contractor is responsible for satisfying the details of the specifications.Performance specifications are the most common and best reflect the challenges and interests of micropile technology and applications.The owner, designer and contractor will together be responsible for the tasks associated with the design, installation, acceptance, and performance of the micropiles. The installation of micropiles requires specialized equipment, techniques, and appropriate workmanship. Not every detail of the work can be specified, and not every potential problem can be anticipated. Therefore, a contractor who has demonstrated experience in micropiles must be selected to execute the work required."

Jan 1, 2004

By Daniel Maine

Swelling clay soils have been problematic to many types of infrastructure in the United States. However, their impact on underground construction is often misunderstood. The use of swell pressures in design of initial tunnel and shaft support lacks proper guidance and is often mis-interpreted. This paper provides insight and guidance on how to implement a geotechnical investigation program to determine if swelling soil exists at a site and how it impacts the design of temporary support systems for underground projects. An example is provided for how swell pressures were incorporated into the design of an initial support system for a rib and lagging tunnel system and problems that occurred.

Jun 23, 2024

By Clayton R. Morlock

Airblasts have been monitored at four coal strip mines and at a limestone quarry. Thirty-seven production blasts have been monitored with three seismographs, resulting in one hundred and eleven complete air pressure records. Instrumentation selection use is described. Data analysis includes an assessment of the predictability of peak overpressures by means of the cube root scaled distance law. It is found that predictability for the cases studied here is not good. An extensive discussion of possible explanations is included. A detailed analysis of the frequency content of the observed airblasts, of considerable importance in evaluating potential annoyance problems, has been made for all records. A computer program has been written to simulate airblasts induced by multiple-hole blasts. A series of small experimental blasts have been detonated and monitored in order to allow an assessment of the program. It is clear that airblasts, especially when induced by very small charges and monitored at very close distances, are highly sensitive to detonation times. Retrofitting of airblast records occasionally was possible, but considerably improved field work is required to validate or refute the computer model.

Jan 1, 1983

This report summarizes the work performed and results achieved in the period from 18 June 1971 through 18 October 1971 under Phase I (Task 1: Literature and Industry Search; Task 2: Conceptual Design and Evaluation; and Task 3: Concept Selection and Preliminary Design) in substantiation of the drill/impregnation machine concept recommended for detailed design in Phase II. Also included as Task 5 are recommendations for an experimental investigation to be conducted during Phase II. The report is submitted for approval and authorization to proceed to Phase II.

Jan 1, 1972

The purpose of this study was to examine the problems of underground coal mining in the United States, and to develop recommendations for an integrated Research and Development Program aimed at resolving these problems. Specific objectives of the study were as follows: ? To identify the existing inadequacies that have adverse effect on Health, Safety, External Environment, and Productivity. ? To identify opportunities for technological advance s to correct these inadequacies. ? To develop an integrated Research and Development Program designed to accomplish the advances identified. Many of the recommended tasks are dearly long range; this is especially true of those for study of future mining systems. However, funding recommendations in this Report are presented for a 5 -year period, since the developments accomplished during this period will undoubtedly be a factor in the formulation of the follow on tasks. Where applicable, the recommended Research and :Development could include development and test of pilot model equipment.

Jan 1, 1970

By R. S. Dean

As set forth in the decision of the Trail Smelter Arbitral Tribunal, dated April 16, 1938 This Tribunal is constituted under and its powers are derived from and limited by the convention between the United States of America and the Dominion of Canada signed at Ottawa, April 15, 1935, duly ratified by the two parties and ratification exchanged at Ottawa, August 3, 1935 (hereinafter termed "the Convention") . . . The duty imposed upon the Tribunal by the Convention was to "finally decide" the following questions: (1) Whether damage caused by the Trail Smelter in the State of Washington has occurred since the first day of January 1932, and, if so, what indemnity should be paid therefor? (2) In the event of the answer to the first part of the preceding Question being in the affirmative, whether the Trail Smelter should be required to refrain from causing damage in the State of Washington in the future and, if so, to what extent? (3) In the light of the answer to the preceding Question, what measures or regime, if any, should be adopted or maintained by the Trail Smelter? (4) What indemnity or compensation, if any, should be paid on account of any decision or decisions rendered by the Tribunal pursuant to the next two preceding Questions? In this decision reported to the Government of the United States of America and to the Government of the Dominion of Canada, the Tribunal answered the first question in its entirety and reserved decision on the other three questions in accordance with the following extract from their decision

Jan 1, 1944

By James K. Richardson

Today, the enigma of the "missing man" in the metal mining industry equals, and frequently surpasses in objective importance, the problems of ore development, drilling, sampling, pumping, milling techniques, geophysical prospecting, or any one of a hundred highly technical subjects. Unfortunately, as engineers, we have confined our attentions, in the main, to the scientific phases of mineral technology, relegating our man power problems to the background. But what good has all our scientific study and preparation been if we can't get the ore mined, milled, or smelted? What has happened to our labor supply? Where is the good old miner who could timber, drill a round, lay track, or do any job underground?

Jan 1, 1949

By S. H. Brown

In our work as health physicists*, we do a lot of public speaking and interaction with the public on issues related to development of uranium mining and milling (?uranium recovery?) in the US. Understandingly, the public has important concerns about this. Accordingly, this paper is presented in a ?question and answer? format in which we have tried to capture what are some of the most common concerns we hear from citizens and address them. We have attempted to do so based on the best scientific information we have, representing information well documented in peer-reviewed scientific literature and consensus positions from both national and international scientific standard setting bodies and related committees. We have included some of the more important of these scientifically-based references to support the information provided. Practical space limitations prevent completeness in this regard in some cases. Visit the Health Physics Society?s web site or feel free to contact me directly for additional references, information or detail ? Steve Brown. The health physicist?s primary objective is to manage the beneficial uses of ionizing radiation while protecting workers and the public from potential hazards. For more information on what a health physicist is and on the Health Physics Society, visit the Society?s web site at www.hps.org.

Feb 23, 2014

By John A. Teeter

"A SHORT WHILE AGO I enquired about The Mining Society of Nova Scotia. In all honesty I was apprehensive about addressing such a body if it was highly geared to the technical aspects of discovering and obtaining mineral resources. I was told that this would not be the case. Rather, there would likely be in attendance a broad cross section of people from business, industry and government and from across Canada and the U.S.A. Thus there would be an interest in a free-wheeling discussion of the prospects for industrial development in Cape Breton. Accordingly - being one who hates to miss an opportunity - I intend to exploit the invitation of your executive by being, over the next short while, frankly promotional. I would like to talk about what I consider to be some of the most important attributes of Cape Breton for industrial development and identify some of those prospects. Secondly, I will quickly review some of the things the Cape Breton Development Corporation is doing these days to stimulate some of that industrial development."

Jan 1, 1972