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By Arthur D. Silber

The economic success and growth of any metropolitan region depends on mobility. Today, mobility between New Jersey and New York is threatened by a transportation system that cannot meet 21st century travel demands. The transportation bottleneck created by the Hudson River threatens the viability of one of the world?s great centers of commerce and culture. Fortunately, there is a solution: The Access to the Region?s Core Mass Transit Tunnel. The US$8.7-billion Mass Tran-sit Tunnel?s (MTT) new two-track line will double commuter rail capacity under the Hudson and create a new, state-of-the-art cavern station in Midtown Manhattan, with wide platforms, high-speed escalators and other features to improve riders? travel experience. The capacity and other benefits of the MTT project will launch a new era of prosperity for the region, just as the Pennsylvania Railroad did almost 100 years ago when it built the existing two, single-track rail tunnels that now form the sole commuter rail link between New Jersey and New York. The existing tunnels run from North Bergen, NJ, under the Hudson River to Pennsylvania Station at 33rd Street in Manhattan. Construction on the MTT, the largest public works project in the United States, is scheduled to start this year and continue through 2017. The MTT is ready to go to construction thanks to a major commitment of financial, engineering, project management and other resources from NJ TRAN-SIT, New Jersey?s statewide mass transit agency, and the Port Authority of New York and New Jersey, a bistate agency that operates the Holland and Lincoln tunnels, the George Washington Bridge and other major transportation facilities in New York and New Jersey. The project is also strongly supported by the state governments of New York and New Jersey, as well as that of New York City. The MTT is New Jersey Governor Jon Corzine?s number one transportation priority.

Jan 1, 2009

By Bernie W. Martin

The East Side Access (ESA) project is the largest commuter railroad project ever undertaken in the United States. The purpose of the ESA project is to bring commuters from Long Island into Grand Central Terminal. The program is estimated to cost $4.3billion. The purpose of this paper is to describe the key design elements for the Queens segment, ?re life safety, ventilation and changes to the proposed contract delivery method.

Jan 1, 2003

Newcrest Mining is one of the leading independent gold producers in Australia thanks in large part to its Cadia Valley operations. It is the largest gold and copper producer in New South Wales and one of the largest in Australia. This year Newcrest will expand its operations with a A$545-million expansion in the area. The Cadia Valley is approximately 250 km (155 miles) west of Sydney. The province presently includes the Cadia Hill opencut mine and the Ridgeway underground mine. With a significant mineralized system to the east of Cadia Hill and a mineral resource below Ridgeway, Cadia Valley has the potential to underpin Newcrest?s production for up to 30 years. In 2007, total gold production for the company in-creased to more than 50 t (1.6 million oz) and cash flow increased by 47 percent, according to the company?s annual report. The history of mining in the area dates back to 1851, but Newcrest?s history is young. In 1990, Newcrest commenced activities in the Cadia Valley. In 1992, Cadia Hill was discovered, with the discovery of Cadia East (1995) and Ridgeway (1996) following close behind. In 1998, the Cadia Hill openpit mine was commissioned. In 2002, the Ridgeway underground mine was commissioned and in 2007 the company?s board of directors approved an A$545 million development of the Ridgeway Deeps. The Ridgeway underground mine is located adjacent to Cadia Hill. The Ridgeway orebody has no surface expression but lies approximately 500 m (1,640 ft) below the surface and resembles an inverted teardrop. It measures approximately 450 m (1,476 ft) by 250 m (820 ft) and extends in excess of 850 m (2,788 ft) in depth. Ridgeway is a sublevel caving operation. Crushed ore from underground is delivered by conveyor to a surface stockpile, adjacent to the Ridgeway concentrator. Using similar processes to the adjacent Cadia Hill concentrator, gold and copper are recovered in a conventional flotation circuit to produce a copper concentrate containing elevated gold levels. Ridgeway concentrate is combined with the Cadia Hill concentrate before it is pumped to the filtration plant in

Jan 1, 2008

By Samer Sadek, Phoebe Cheng, Changmo Kwon, Myat Ohn

BART Facilities Standards (BFS) Structural Criteria is a living document that governs planning, design, and construction of all BART projects. Since its development, the document undergoes incremental changes and updates to reflect policy changes, changes in local, State, or national design codes and guidelines, advancements in engineering and technology, or based on the performance of past built infrastructure. In 2020, the BFS-Structural Criteria underwent a comprehensive update and was released with BFS version 3.2. This paper summarizes the updates to the Tunnels and Underground Structures Section of the Structural Criteria, and provides insights to the basis and logic of the requirements.

Dec 1, 2022

By Clyde L. Smith

Since the early 1950's exploration in the Yukon Territory, Canada, has been confined largely to Selwyn basin where at least five large stratiform or massive sulfide Pb-Zn deposits have been discovered. The five ore bodies total nearly 100 million tons of 10-16% combined Pb-Zn with 1-3 oz./ton Ag. The only deposit currently in production is the Anvil Mine operating at 8,000 tons per day. Beginning in 1972, exploration in the Mackenzie Mountains, east of Selwyn basin and west of Mackenzie arch, resulted in finds of Mississippi Valley type Zn-Pb mineralization in a belt of Proterozoic and Lower Paleozoic carbonate rocks (Figure 1). Four districts have been located and intensive exploration by numerous Canadian and Arnerican mining companies is currently in progress over a length of 400 miles in the carbonate belt. The consensus is that a major new Zn-Pb province may be taking shape.

Jan 1, 1974

The Newmont Boddington Orebody (NBO) is a large, diffuse Au/Cu orebody in Western Australias South-West corner with approximately 20Moz Au in current Reserves. The current sulphide Resource is reported after calculation with the non-linear estimation technique Uniform Conditioning to account for the mining selectivity being smaller than the average drillhole spacing. Simulation of Au grade is also run over the entire orebody reviewing risk and uncertainty. There are differences in results from the two methods. These have been investigated and the lessons learned of the influencing parameters and effect of technique alone, are helpful for applications to other orebodies.

Jan 1, 2010

By J. Robert Denny

The impact of the computer revolution--so pervasive in some industries--has been less startling in the mining industry. Computer techniques have been used successfully to provide drill hole calculations, contour maps, and a variety of conventional maintenance scheduling, and accounting applications. But it is our experience that the real economic payoffs lie in the engineering application of computers to mine planning and the use of systems engineering techniques for mine operations. Since 1964, Newmont Mining Corporation has been engaged in systematic research and development of computer techniques in a variety of mine planning applications. The general objective in using computers has been twofold: first, to arrive at a viable, near-optimum plan for mining a particular orebody, and second, to decrease the financial investment by reducing the man-hours required for mine planning. Three major phases in the evolution of these computer techniques for mine planning are discernible. In phase one, the machine capability for duplicating manual drafting and contour mapping was developed. The necessity of including all recognized geologic characteristics is obvious. Capability for properly incorporating structure, stratigraphic trends, and other geological features was a significant aspect of phase one development.

Jan 1, 1970

By Bruce D. Hansen

For many years, Newmont has focused on improving its operations. After the merger between Newmont and Santa Fe Pacific Gold, Newmont created synergies of more than $50 million a year in Nevada. This was done primarily through optimal ore movements and consolidation of various functions. During the current period of low gold and copper prices, Newmont has refocused its efforts on efficient operations worldwide. At its mine facilities in Nevada, Newmont has used a combination of several strategies to decrease the costs of operations and to increase profitability. These include computer technology, optimal use of infrastructures, procurement strategies, functional consolidation, enhanced mine planning and several available metallurgical processing options.

Jan 1, 1999

By David L. Hill

Newmont Gold Company's Mill No. 4 is located along the Carlin trend, about 25 miles North of Carlin, Nevada. The plant consists of a primary grinding circuit using a 7.2 m (22 ft) diameter by 2.6 m (8 ft) long semi-autogenous mill along with a 2.3 m (7 ft) diameter cone crusher. Secondary grinding is performed in a 4.8 m (14.5 ft) diameter by 9.2 m (28 ft) long overflow ball mill in closed circuit with a set of 66 cm (26 in) diameter cyclones. The ground product is fed to a typical carbon-in-leach gold leach circuit. The grinding/crushing circuit operation and control scheme are the topics of this paper.

Jan 1, 1993

By Trent A. Tempel

In 1989 Newmont Gold company initiated a project to develop a treatment process for higher grade refractory gold ores to be mined from deposits along the Carlin Trend in Nevada. Extensive laboratory and pilot testing have identified a unique whole ore roasting process for oxidizing these ores prior to gold recovery by conventional cyanidation techniques. Subsequent detailed engineering studies by Fluor Daniel evaluated three different dry grinding flowsheets for feed preparation to this roasting circuit. The selected flowsheet will incorporate a two compartment ball mill with an attached drying chamber that is driven by a 11.2 MW (15,000 hp) wrap-around motor.

Jan 1, 1993

By James J. Komadina

INTRODUCTION Newmont Gold Company's Rain operations are located in Elko County, Nevada, approximately 9 miles southeast of the Town of Carlin.The property was submitted to Newmont Exploration Limited in 1979 and underwent development drilling over the course of the next four years, culminating in the completion of a project feasibility study in October 1986. Initial project scope included development of an open pit mine, an 815,000 DSTPY heap leach, a 572,000 DSTPY mill (Mill No. 3), and associated support facilities. Approval to proceed was given by Newmont Gold Company management in June 1987. Detailed engineering began in early July, followed immediately thereafter by procurement of major equipment components through various second hand sources. PROJECT DESIGN Keep It Simple In early August, Newmont Mining Corporation, parent company of Newmont Gold Company, became the takeover target of an "investor" group headed by T. Boone Pickens. Details of the ensuing events have been well documented by the press; suffice to say their impact on this project was material and required immediate flowsheet changes. Project design throughputs were increased to 1,000,000 DSTPY and 760,000 DSTPY for the heap leach and mill, respectively, in mid- September. These changes caused major project headaches as all general arrangement drawings had been approved and structural steel as well as concrete contracts were in place. Additionally, ground breaking was to commence in two weeks time! Rain project management assembled shortly after the announced changes, to devise an engineering and construction strategy capable of handling these new business conditions. The project had been justified using a gold price of $325 per ounce with a forecasted overall cash cost per ounce of $230. Hence, strict control of capital expenditures was necessary to maintain development economics. Mill start-up had also been moved forward one month, to August 1, 1988. To meet an already ambitious schedule, construction techniques needed to be simple and proven as most of the facilities were planned for erection during winter at a site with design criteria of -40F and 90 mile per hour winds. Perhaps the most critical factor requiring consideration was that of personnel. Newmont Gold's revised business plan called for corporate-wide production increases from 587,000 ounces per year in 1987, to 1,400,000 ounces by mid- 1989. Labor requirements were forecasted to grow from 900 employees to over 2,100. This fact, in combination with the rapid growth of Nevada's gold industry, led to the expectation that turnover of operating personnel would be extremely high. It was concluded that, to meet cost, time, and operational goals, the necessary strategy could be succinctly put - "Keep It Simple." Mining/Metallurgical Factors The Rain deposit consists of three interconnecting mineable shapes with host rocks ranging from 90%+ barite to a highly silicified jasperoid. Due to a limited number of mining faces in the first two years, in-pit blending

Jan 1, 1990

By Stephen P. Winkelmann

The expansion of gold production in Nevada's Carlin Trend over the last few years has been staggering. To increase gold production while minimizing capital requirements and providing for the safe and efficient mining and processing of ores has required a tremendous effort by the mine engineering group at Newmont Gold. Organizational changes were implemented by the company to effectively deal with a full range of engineering problems. Specially developed computer software and its applications will be explained in this article as well as improvements in the techniques used in converting geologic resources into reserves. Scheduling procedures for the mining of multiple pits to feed multiple processing facilities will likewise be presented. Ore control procedures and current mine engineering practices are discussed. Growth at Newmont Gold Expansion of production levels at Newmont Gold Co. was brought about primarily by the economic incentive to exploit increased reserves. From 1987 to 1989, mined production increased by 260%, gold production by 238%, and manpower by 166% (Table 1). These increases came quickly and demanded

Jan 1, 1990

By Walter R. Lawrence

Newmont Gold Company, formerly Carlin Gold Mining Company, is a publicly owned corporation, 95% owned by Newmont Mining Corporation. Newmont Gold Company has operated gold recovery operations North of Carlin, Nevada, since 1965. Development of the Gold Quarry ore body, 19 kilometers south of the original mine, resulted in the decision to construct gold recovery and ancillary facilities in what is referred to as the Southern Area. Plant No. 2, located 11 kilometers North of Carlin, Nevada, was designed to treat 6350 tonnes per day of oxidized gold bearing ore assaying 2.5 grams per tonne of Au at an average recovery of 87%. Flowsheet development conducted by Newmont personnel resulted in the decision to construct a carbon-in-pulp recovery circuit preceded by two-stage grinding, Detailed engineering was done at Toronto by Bechtel of Canada beginning on January 1, 1984. Actual construction began on March 1, 1984, and was completed in June, 1985. First feed was run on June 22, 1985.

Jan 1, 1987

By William Gleason

"There are few people more qualified to speak of the tumultuous times in the global mining industry during the past four years than Newmont Mining Corp. president and chief executive officer Gary Goldberg.Goldberg stepped into his current position in 2012, just before MINExpo 2012. Gold prices had hit record highs not long before that ($54.15/g or $1,856.40/oz on Sept. 8, 2011), expansions were happening around the world and the gold mining sector was still living in the glow of one of its longest upswings in history.That all changed between April 8 and April 15, 2013 when the price of gold dropped by nearly $200/oz ($46.27/g or $1,586.20/oz on April 8 to $40.45/g or $1,386.80/oz on April 15), putting an end to the decade-long mining boom and forcing mining companies like Newmont to re-evaluateeverything.Three years later, with the gold sector recovering, Newmont Mining is not only surviving but is thriving with a pair of mines coming online, Long Canyon in Nevada and Merian in Suriname. On Oct. 1, the Merian Mine went into production on time and more than $150 million under the initial development capital budget.Goldberg, who was one of the featured speakers at the opening session of MINExpo International 2016 on Sept. 26, also spoke with Mining Engineering about the previous four years and the future of the industry.“Mining goes through cycles all the time and gold is no different,” Goldberg told Mining Engineering when asked about surviving the downturn since 2012. “I thought it was important that we take a good methodical and steady approach across the business to determine what was the right thing to do and to set the business up to improve performance. Anyone can cut costs for the short term, but we set out to do it in a sustainable and reliable way. We created a program we call Full Potential to look for sustainable ways to reduce costs and improve productivity. That program has taken more than a billion dollars out of our costs since we implemented it 2013 and that shows up in our results. Our all in sustaining costs are down 28 percent and our productivity is up 39 percent.”During the downturn, Newmont restructured its business model, sold off some assets and created a leaner, more nimble operation. It has paid off with the addition of two new mines and the acquisition of another, the Cripple Creek & Victor Mine in Cripple Creek, CO.“The gold industry had not seen a downturn in 12 years. We had half a generation that had not experienced a downturn, so helping them through that in an organized way and keeping a view toward the long term throughout the downturn was important. We were one of the few companies that continued to invest in assets,” he said."

Nov 1, 2016

By M. Zaske, E. R. Mortensen

"As mine operators continuously look for ways to improve functionality and increase capacity of their facilities, existing process equipment is often pushed to and past its designed limitations. As a result, equipment manufacturers are asked for economical solutions to meet redefined processing needs. Newmont USA (Newmont) in Nevada was faced with such a need in their Carbon-in-Leach (CIL) train. In a collaborative effort between Newmont and Derrick Corporation, tests were conceived to assess the viability of drop in replacement screen using a three dimensional screen panel. The urethane pyramid screen panel was designed to increase flux while maintaining the existing equipment footprint. The test is the end result of an ongoing research and development project that Derrick undertook in an effort to refine and upgrade their urethane screening media. The application of this new screening media is presented for this CIL application along with future plans to implement the technology in trash, safety, carbon dewatering, carbon sizing, and other scalping applications.INTRODUCTION In Spring of 2014, Process Machinery Associates (PMA), Derrick Corporation’s (Derrick) local area representative, met with Newmont USA (Newmont) to discuss the operation of the in tank screens in the carbon in leach (CIL) train at Twin Creeks, near Golconda, Nevada. The process was originally designed for 13,000 +tons per day (tpd) but has been steadily rising since the plant was commissioned and now Newmont requires 16,000 tpd to be processed. The original screens were running at their maximum capacity and Newmont required additional screening capacity to continue the upward trend in production. Physical separation by use of screening is one of mineral processing oldest methods. Screening media can be prone to blinding and pegging and the necessary support structures required for finer apertures result in smaller open areas. Therefore, more screening area generally requires larger panels and therefore larger machines, screening media that doesn’t blind, or a combination of both. In an effort to avoid larger machines, Derrick Corporation had been working on a revolutionary three dimensional panel which would add non blinding screen area in the same footprint of an existing machine. Alpha testing of the new screen panels began at Newmont Mill 2/5 (Carlin, Nevada) in July of 2013 and was still occurring when PMA approached Twin Creeks about beta testing a refined machine and pyramid panel. After presenting the initial results, Twin Creeks determined that an upgraded machine and pyramid panels would be a possible solution to meet production needs. The testing of a machine eliminated the risk of capital costs to Newmont and provided Derrick the opportunity to obtain additional data."

Jan 1, 2015

By Peter N. Loncar

Most miners dream of finding a gold mine sometime during their mining careers, but not very often do such dreams come true. On the tenth day of September, 1962, our dream of finding gold came true when the results of the third drill hole were received. This was undoubtedly one of the most exciting days of our lives. Little did we realize then that this was the beginning of a major discovery destined to became one of the largest gold mines in the country. Discovering and mining gold is not entirely new, however, to Eureka. County a old Lynn Mining District in northeastern Nevada. Since 1900 there has been sporadic activity, mostly consisting of small lode mines and placers. These have produced totally about $300,000; and existence of our orebody would probably have remained unknown had it not been for the United States Geological Survey. The USGS extensively mapped the Roberts Mountain Thrust and published a paper indicating that mineral occurred along this fault and in some places was gold bearing. Utilizing this information, our Newmont Exploration geologists located an area in which: drills were brought in to test their theories. By keeping flexible in our thinning and working, we were able to bring a raw prospect to a producing mine with ore reserves of eleven million tons in a short three-year period.

Jan 1, 1965

By J. F. Barry

Newmont Mining Corporation and Barrick Goldstrike Mines, Inc. concluded an exchange of land and reserves in an agreement signed May 3, 1999.This exchange of assets allowed Newmont to develop the Deep Post underground mine from within Barrick’s Betze-Post open pit, thus reducing capital expenditures, lowering operating costs, and advancing the production schedule by nearly three years. Based on previous experience, Newmont is confident that the Deep Post underground mine can be successfully developed and operated within a large, active, open pit mine. The project also faces difficult geotechnical conditions including weak ground, scattered pockets of groundwater, and elevated rock temperatures.

Jan 1, 2000

By Leonard Harris

It gives me great pleasure to be here today to tell you a little about how Newmont Gold chose to use roasting at its Nevada operations for the treatment of its refractory gold ores.

Jan 1, 1992

Scattered north and south along a 161-km (100-mile) stretch of Interstate 80, Newmont Min¬ing Corp. owns four active mining properties in Nevada?s northern high desert ? Carlin Trend Operations, Midas, Twin Creeks and Phoenix. Among the four, there are nine openpits, five underground mines and 14 processing facilities. While gold is the predominant ore, silver and copper are also produced. And in a move to hold down energy costs, Newmont built and owns the 200-MW (net), coal-fired TS power plant. This plant provides about 65 percent of the power used for Newmont?s own operations, while the rest is sold to NV Energy, which services Nevada and northeastern California. Bringing the Phoenix Mine ? Newmont?s newest in Nevada ? on-line presented many developmental and operational challenges. Located about 19 km (12 miles) southwest of the town of Battle Mountain, the general area had been home to prospectors and other mining companies since the 1860s. But any profitability in developing the lower grade gold, copper and silver deposit at Phoenix proved elusive, with Battle Mountain Gold being the last company to make an attempt. When Newmont acquired Battle Mountain Gold and its Phoenix reserves in 2001, the lower grade of ore was not a deterrent. Newmont found Nevada-wide cost savings synergies for maximizing profit during the depressed gold market of the late 1990s. The new property was aptly renamed the Phoenix Mine, a nod to its rising from the ashes of the dreams and efforts of previous mine owners.

Jan 2, 2010

By John Mitchell, Mark K. Jorgensen

Newmont Mining’s Ahafo Mine is located in Ghana approximately 300 km (190 miles) northwest of the capital city of Accra in the Brong-Ahafo region. The nearest city is Sunyani, located 45 km (28 miles) to the north. The Ahafo Mine will process ore from seven major pits that extend along a 40-km (25-mile) strike. Four pits are in the south and three pits are in the north. The resource is currently stated at 373 t (12 million oz). But it still has the potential for growth both from new discoveries and the development of underground operations.

Jan 1, 2007